Buckman Laboratories
9-800-160
REV: JANUARY 22, 2003
WILLIAM E. FULMER
Buckman Laboratories (A)
If you can’t maximize the power of the individual, you haven’t done anything. If you expand the ability of individual members of the organization, you expand the ability of the organization.
— Bob Buckman, CEO and Chairman of Buckman Laboratories
A major Buckman customer in Australia announced plans to commission a new alkaline fine paper machine in 1998. Not only was it always attractive to get “start-up” business but this particular machine tended to use more chemicals than most paper machines. The customer’s tender was broken into two areas--machine hygiene and retention—with annual revenues estimated to be
$600,000 and $700,000, respectively. Although Buckman was a world leader in the area of machine hygiene, it had no experience with alkaline fine paper, and the on-site person in Australia was young and only had a few years of general experience. Also, Buckman was not a dominant player anywhere in the world in retention, especially for alkaline fine paper machines. Unfortunately the customer wanted to choose one supplier for both areas. Peter Lennon, national sales manager for Australia, and Maria Conte, area sales manager, knew that unlike all of their competitors they could not put together a physical team to work on the proposal so they decided to try a “virtual” global team.
Maria sent out a call via K’Netix the Buckman Knowledge Network for help answering very specific questions. She received responses from more than 30 associates worldwide. From that group a team of 10 people from Asia, Africa, and North America (United States and Canada) agreed to commit to the project on a continuous basis. Not only did Buckman win the contract but they also were asked to try their program on another fine paper machine operated in Australia by the customer.
*****
Bob Buckman considered K’Netix to be “the greatest revolution in the way of doing business we have seen
REV: JANUARY 22, 2003
WILLIAM E. FULMER
Buckman Laboratories (A)
If you can’t maximize the power of the individual, you haven’t done anything. If you expand the ability of individual members of the organization, you expand the ability of the organization.
— Bob Buckman, CEO and Chairman of Buckman Laboratories
A major Buckman customer in Australia announced plans to commission a new alkaline fine paper machine in 1998. Not only was it always attractive to get “start-up” business but this particular machine tended to use more chemicals than most paper machines. The customer’s tender was broken into two areas--machine hygiene and retention—with annual revenues estimated to be
$600,000 and $700,000, respectively. Although Buckman was a world leader in the area of machine hygiene, it had no experience with alkaline fine paper, and the on-site person in Australia was young and only had a few years of general experience. Also, Buckman was not a dominant player anywhere in the world in retention, especially for alkaline fine paper machines. Unfortunately the customer wanted to choose one supplier for both areas. Peter Lennon, national sales manager for Australia, and Maria Conte, area sales manager, knew that unlike all of their competitors they could not put together a physical team to work on the proposal so they decided to try a “virtual” global team.
Maria sent out a call via K’Netix the Buckman Knowledge Network for help answering very specific questions. She received responses from more than 30 associates worldwide. From that group a team of 10 people from Asia, Africa, and North America (United States and Canada) agreed to commit to the project on a continuous basis. Not only did Buckman win the contract but they also were asked to try their program on another fine paper machine operated in Australia by the customer.
*****
Bob Buckman considered K’Netix to be “the greatest revolution in the way of doing business we have seen