Eva Jansana
Eva Jansana is an industrial growth auditor at BARRO. Her practice concentrates on the buyer's pre-project stage: brand visibility, recognised technical authority, editorial quality of published content and the construction of mental availability against the 95% of the addressable market that decides in silence. She audits mid-sized industrial companies in sectors where competitive differentiation is built with published judgement, not with immediate-demand capture campaigns.
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Executing a tender or co-constructing a plan: the asymmetry with the retailer that determines the food manufacturer's margin
The food manufacturer can operate with the retailer as a tender executor or as a partner in a joint business plan. The difference between the two modes is not stylistic. It is structural and is measured in margin.
The window manufacturer's customer buys shutters, insect screens and home automation the following year. Almost no one sells these to them
Every customer who installs windows returns to the market in the following months for shutters, insect screens or enclosure automation. Most manufacturers do not sell these products to them and cede that recurring revenue to third parties without a specific commercial structure.
The real pipeline of automotive Tier 2 suppliers is built years before the first order. Pre-qualification as the only route
The Tier 2 supplier that is not pre-qualified by the OEM before project kick-off does not compete. The real pipeline in the sector is built years in advance, during a phase that many medium-sized manufacturers do not address with the discipline it demands.
The GMP mark in pharma packaging is worth more than the catalogue. Most manufacturers fail to use it as a commercial argument
The pharmaceutical buyer filters packaging suppliers by GMP certification before looking at the catalogue. Most manufacturers that hold the certification do not turn it into a structured commercial argument.
In technical plastic components, the winner is not the cheapest. It is the fastest to prototype
The buyer of technical plastic components filters the RFQ panel by speed of response, not by price. Time-to-prototype is the commercial criterion that rarely appears in the manufacturer's internal conversation.
The BIM library in HVAC: the commercial asset that determines specification when the architect downloads the model
HVAC equipment is increasingly specified in the project's BIM model, not during a visit to the designer. The manufacturer whose technical library is not available, updated and verifiable is excluded from the file where the brand is assigned.
The salesperson visits the manager. The workshop foreman decides. The asymmetry that defines construction machinery sales
In small and medium-sized public works operators, the decision on which machine to purchase is not signed by the person who appears to sign it. Working the signatory without working the real decision-maker is wasting the sales cycle.
In industrial handling, aftermarket is not after-sales. It is the business that determines margin
Spare parts and service in industrial handling concentrate a substantial portion of the manufacturer's profit. Treating them as reactive after-sales, rather than as a business unit, is the organisational decision that leaves most margin on the table.
Most industrial machine vision projects fail before the PoC. The cause is rarely technical
The problem is not in the camera or the algorithm. It lies in the preceding phase, where the scope of what the system must demonstrate is decided. That phase is rarely invoiced and, for that reason, rarely executed well.
Without presence in BIM there is no presence in project: the lighting manufacturer that does not exist in the model does not exist on site
The designer works in a parametrised 3D model. If the manufacturer is not in their library, it does not appear in the drawing. Technical prescription in professional lighting is no longer won in a conversation. It is won in a file.
The editorial criteria behind a white paper that opens the consideration set
The proliferation of industrial white papers coincides with the loss of their usefulness. Recovering their value does not require greater production volume, but greater editorial discipline.
Technical content as the only commercial force that scales in industrial B2B
The direct sales force has a structural ceiling imposed by buyers' declining trust. Technical content published by the company has no such ceiling, and most industrial leaderships still treat it as a communications expense.
Why publishing mediocre technical content costs more than not publishing
Industry has begun to take technical content production seriously. Recent research suggests that poor content is not neutral: it actively disqualifies the supplier that signs it.
The invisible window. How the industrial buyer decides the shortlist before the tender
Most of the industrial buying process happens without commercial presence from the supplier. Recognising that window is the precondition for influencing it.
The premium of technical authority in industrial markets
Suppliers recognised as authorities in their category systematically charge between 10 and 20 per cent more than peers with equivalent product. Building that authority is a strategic decision, not the result of chance.
Trigger events of the industrial buyer: the moments that set the search in motion
71 per cent of B2B buying processes begin with an internal trigger event at the customer. Recognising those events, anticipating them and being present when they occur is an under-exploited commercial capability.
The manufacturer's website as the first round of elimination
The technical site of an industrial manufacturer ceased to be a brochure a decade ago. Today it is the first test the buyer applies to decide whether further investigation is worthwhile, and most last less than two minutes.
The first-mover advantage in industrial B2B is not metaphorical. It is statistical.
Suppliers who reach the buyer first, before the formal search is activated, win half of the deals. The conclusion forces a redefinition of what is understood by industrial commercial development.
The industrial brand as a financial asset. Three points of ROIC between the visible and the invisible
The brand debate in industrial companies tends to get stuck in a false opposition between technical rigour and communication. Recent data places it, with precision, on the financial plane.
The 95 per cent of the industrial market that decides when nobody is selling
The 95-5 rule forces the commercial debate to be relocated to the executive committee. Next year's result is not played out in this quarter's pipeline, but in a silent conversation that is already taking place.