HomeDissertation:The ASICA Model and the Coming Hospitality-Powered Renaissance

The ASICA Model and the Coming Hospitality-Powered Renaissance

6.The ASICA Model and Putting Hospitality into Action

If you have a perspective as a client company consultancy, you will have no difficulty in comprehending and implementing all of the processes in the ASICA Model.

In the third stage of the ASICA Model, “Inspection,” media strategies focusing on how to efficiently advance actual inspection work at the client company are one potent approach. After indicating the Assignments and Solutions, the Inspection stage does not pertain merely to waiting for decisions from the client company. Here again, it is essential to supply data necessary for inspections and provide opportunities for showing the practicality of proprietary technology. Exhibitions can be highly effective at this stage.

For such exhibition events, invitations should not be limited to managers at the client company but also openly extended to senior officers involved in the inspection work and other key personnel. Posting information on websites is also imperative. While the lion’s share of this inspection work is used to probe efficiency, cost-effectiveness, and other aspects of the client company products in question, performance comparisons with the products of other firms in the same industry are almost always conducted at this stage. Today, the prevalent approach is to base such inspections on information from the Internet. Here, I feel that the formulation of environments that render it painless for client firms to conduct inspections can be understood to comprise an approach to hospitality.

What’s more, with price comparison websites now playing a critical role in the inspection process of BtoC products, I anticipate that the same sort of inspection sites will also spring up in the BtoB sector sooner or later. Setting aside the pros and cons of such an approach, while the processing of information on such websites will emerge as a critical theme over the years to come, there will be few grounds for genuine concern about that as long as hospitality-based relations of trust are forged with client companies.

The next stage, “Consent,” consists of a process fully contained within client companies. While there is a tendency to sense little need for vendors to get involved at this level, there is still much left to do. To obtain consent, for example, there are cases when the client company’s purchasing managers, senior officers, and other personnel deliver presentations pertaining to the introduction of the products in question at development meetings or other occasions. Companies almost always arrange such meetings as venues for these “consent” rituals.

The outcome of the presentations delivered on such occasions can be anticipated to keenly impact the formulation of the consent. For the sake of argument, let’s say that the client’s purchasing manager delivers a presentation based on scanty materials and a clumsy PowerPoint file. At that point, action must be taken not simply to write off the poor presentation as a problem for the customer company but rather to step in and provide whatever support is deemed necessary in the capacity of a competent vendor. In more concrete terms, I would suggest putting together a handsome and highly convincing PowerPoint presentation in advance and then consigning the introduction of those materials to the client’s purchasing manager.

Another support mode that may very well prove indispensable consists of catalogs prepared as handouts at meetings for use in helping hammer out the needed consent. A blunder that certainly must be avoided at this stage is that you must not think first and foremost about introducing your own company’s products. Above all else, the goal is to arrange for the client’s purchasing manager to deliver a smooth and successful presentation at the meeting, earning critical acclaim for the specific product launch proposal from all participants. To be more precise, hospitality based on the premise of “pleasing the purchasing manager” will be instrumental here as well. 

The final phase of the ASICA Model, “Action” (in the context of “purchasing”), is more easily understood as moving into the phase of a fresh new “Assignment.” The purchase of a product, in other words, does not bring this process to a close by any means but rather kicks off a joint hunt with the client firm for yet another Assignment. There are various methods for proceeding in this direction. Regular sales activities are naturally one sound option, with others consisting of making sure to invite customers to exhibitions, formulating effective schemes through which to present new solution catalogs, and other approaches.

Social network services are already being actively used in the BtoC field, and I am confident that this is a media truly bound for spirited development from the aspect of securing customers in the BtoB sector to boot. Due to space limitations, I cannot discuss the full range of possibilities here. I would point out, however, that while the Internet enjoys a strong image as an open network, it is my personal belief that it is destined to evolve rather as a closed network―along the lines of BtoB.

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