The Cheese Strategy – A Brief Perspective
The story is deliberately simple:
Two mice and two little people (“dwarfs”) search a maze every day and successfully find cheese – the symbol of success, security, and comfort. For a long time, the cheese is reliably available. But one day, it is gone.
The change did not happen suddenly. There were signs.
The mice react instinctively: they set off immediately to search for new cheese. The dwarfs, however, analyze, doubt, cling to the past, and hope that the cheese will return. Only much later does one of them finally set out – and eventually finds new cheese.
The core message: Change happens – whether we notice it or not.
Parallels to After Sales in Mechanical Engineering
When this story is applied to today’s after-sales business, the parallels become obvious:
- Customer needs do not change abruptly, but gradually and continuously
- Competitors continue to evolve quietly in the background
- New market entrants emerge – often with data-driven, service-oriented approaches
The “cheese” in after sales – spare parts revenue, service contracts, response times, customer loyalty – rarely disappears overnight. It diminishes little by little.
Typical Patterns on the OEM Side
In practice, similar reasons repeatedly explain why these changes are recognized too late:
1. Complexity Instead of Clarity
The large number of installed machines, spare parts, services, and regional specifics makes systematic market monitoring difficult. Relevant signals get lost in day-to-day operations.
2. Underestimating Change
Individual customer inquiries, lost orders, or price comparisons are dismissed as isolated cases. Only when market share has already been lost does the pattern become visible – often too late.
3. Psychological Defense Mechanisms
Typical statements include:
- “It’s always been this way—it’s just a temporary fluctuation.”
- “This is nothing new.”
- “The customer or the region is simply difficult.”
4. Operational Overload
After-sales managers are often caught in a vortex of daily operations, escalations, and internal coordination meetings. Little time remains for strategic realignment, analysis, and innovation.
As a result, the “cheese” slowly but steadily disappears – while competitors have long since taken new paths.
Success Factors for a Future-Proof After Sales Organization
Based on my experience, three key levers can be identified to ensure long-term success, agility, and competitiveness in after sales:
1. Data-Driven Transparency
Companies that systematically analyze customer data, spare parts inquiries, service calls, and ordering patterns can identify early on:
- changing customer needs
- pricing and competitive pressure
- potential for new services
Data is not an end in itself—it is the foundation for informed decision-making.
2. Continuous Market Observation
Future-ready after sales does not emerge from the internal org chart – it emerges from the market.
Key questions include:
- What do customers expect today—and tomorrow?
- Which services are truly relevant to them?
- How are competitors positioning themselves, especially new market entrants?
It is often these competitors who recognize change early—and act on it consistently.
3. Proactive Action Instead of Reactive Response
Those who wait until trends are obvious are already reacting. Successful companies develop new after-sales offerings together with their customers, test new business models, and create the “new cheese” before others find it.
Conclusion
Standstill is not an option in after sales.
Change cannot be prevented – but it can be shaped.
Companies willing to question established practices, take market and customer signals seriously, and actively pursue new paths will not only secure revenue and margins, but also their long-term relevance in the market.
The Cheese Strategy illustrates one essential truth in a simple way: It’s not the cheese that matters—it’s the ability to find new cheese.
