Four questions
- Of the brands you buy and specify, which ones do your people actually want to work with?
- The last brand you standardized on: is it earning the bench, or is it just what is in the rack?
- Can your technicians and engineers support what those brands require?
- Do you see the splits your own people already know about?
Your technicians, your engineering and design people, and whoever buys are not going to agree, and the disagreement is where the money is. The person quoting a repair and the person doing it have different reasons for reaching past a brand.
Supplier and brand review
2,500 dollars Under 15 people, 1,500 dollars, reported as a firm total rather than split by role.
What you get. A survey built from your own top 10 brand list, sent to up to 100 people, compiled into a report, and walked through with your leadership in a 2 hour remote session.
Roles are scored apart: ownership and management, engineering and design, field service, the bench, and purchasing. Scoring runs on the same 5 dimensions used everywhere else in this practice: ease of doing business, pricing, support, quality, and internal promotion.
New Brand Analysis
3,500 dollars Run together with the review, 5,000 dollars for both.
What you get. 4 hours of research on the brand you are considering, set against the ones you already carry, a 4 hour facilitated session with your leadership, and a written decision brief.
Standardizing on a platform or a motor line is a decision you live with for years, in training, in spare parts, and in whoever you can hire. It deserves better than a lunch and a discount schedule.
Specialist Health Index
350 dollars per seat, 10 seat minimum Individual profiles, a team rollup, and a debrief with whoever runs the group.
Whether the people doing the technical work are equipped for what you are selling them into. In a study of 430 US industrial maintenance workers, turnover in this workforce was a retention and leadership problem rather than a trade, region, or pay problem. Region washed out entirely. What people named was recognition. Read SHI. We do not score candidates, at any price, because the non-punitive frame is the only reason your people answer it honestly.
For an association or group
1,500 dollars per member, 8 member minimum Each member gets its own card. The group gets a de-identified benchmark across all of them.
Scored across a dozen shops, a brand's support problem stops being an argument and becomes a number the manufacturer has to answer for.
The benchmark pool
Every review adds to a pooled, de-identified database that grows with each engagement, and it is what lets your card be read against shops and integrators of similar shape rather than against an abstract norm. Nothing in it names an organization or a person, and every report states how large the pool is and what is in it.
How candor is protected
Responses are anonymized by role. No role is reported separately with fewer than 3 respondents, and where a role comes in thin it is merged and the report says so. Leadership never learns who said what, and every respondent is told that at recruitment.
BrandLoyalty is independent of any distributor or shop, relationships are disclosed before contract, and no engagement puts this practice on both sides of the same relationship in the same period. The terms every engagement runs on.