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Audrey Courant

Marco Fernández

System Influence Without Vertical Integration: Four Levers That Close the Gap

EXECUTIVE SUMMARY

Many specialty chemical manufacturers face the same challenge: their products create measurable value, yet they repeatedly find themselves competing on price. The root cause often lies not in the technology itself, but in a structural disconnect between where value is created and where purchasing decisions are ultimately made.

Our article explains why the so-called Decision-to-Purchase Gap cannot be solved through stronger sales execution alone. Specifications, system approvals and installation preferences are often established long before procurement begins. Suppliers that only become visible during the purchasing process frequently arrive too late to meaningfully influence the outcome.

Rather than pursuing vertical integration, upstream suppliers need a more deliberate approach to influencing system selection. The article outlines four practical levers: co-development with system leaders, specification and certification support, treating data and documentation as part of the product offering, and providing adoption support that ensures reliable performance under real-world conditions.

The article also demonstrates how these levers translate into concrete strategic decisions across portfolio management, R&D, go-to-market and organizational design. The key message is clear: leading companies will not simply sell chemistry, they will build the capabilities, partnerships and evidence required to become a preferred part of the systems that ultimately win specifications.

Read the full article on the Ducker Carlisle website →

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