During the last two decades, the assumptions driving
key global service-supply businesses have changed. The oilfield
service supply business for example is an industry that
was once driven by a mind-set focused on market share. In
the last decade and a half, functionally this industry
has become a service economy. Between the customer
and the supplier there is now a "service layer."
The displacement of the market-share mind-set -- and a mind-set
focused on the best widget at the best price - is at the
core of the change. The shift is toward a strong customer-driven
demand for service performance is central to realistically
evaluating market opportunity in fast-paced, changing markets.
The Ruddick Int'l Group has been evaluating Service Performance
since 1977. At the heart of this work is the Ruddick Service
Performance Index™. The Ruddick SPI has been tested
and refined over the years. It provides strong indicators
that relate to both the risk-reward trends and scenarios;
as well as in the dimensions that bear on the importance
associated with preferences and opportunity for expansion
and new product acceptance within industry.