Here is my postmortem analysis of why it went wrong.
- Complexity cost. Big corporates create more expensive projects, it is the agency cost of being large. Lots of meetings, lots of stakeholders, that need to be kept in the loop.
- Not seeing the value. The client spent a lot of money on months of management consultants, traveling experts back and forth across the Atlantic to develop the solution and create thousands of pages of material. The client probably thinks that the majority of the convincing power sits in this material and that the presentation is a small effort that comes at the back of it. I think that the presentation can make or break the sales process, and it is especially valuable to have an outsider frame the story completely fresh.
- Big corporate negotiations. Large enterprise extract favourable terms from suppliers through their sheer size. They can offer very large purchase volumes. It is one of the main rationales for the corporate mergers and acquisitions. This works for factories with lots of spare capacity that are bound to a specific ration. Less for for a one-person operation with a steady flow of business that comes in from all over the globe via the Internet.
Ok, I have written the frustration off my chest.