Okay so I talked about VSA, and Transing is part of VSA, because Transing allows us to transition to the future. And as we saw with SAP, depending on our need to grow, our embracing of the flexible part may have to be bigger. So Transing and it's concept is something that I urge you highly to consider when thinking about the kind of new industry that we want to venture into even in B2B. Okay, I want to finish up by talking about how to unbundle product and service. And this is based on my consulting experience for this 3D scanning company which pre-dates 3D printing. And this company focused only on serving big clients who demanded not only high product customization but also high service customization. So in terms of margins, they were always being squeezed. To make matters worse, this market was being encroached by these very standardized out-of-the-box solutions by camera companies that serviced a small but much more mass client based. And this company being smaller didn't have the scale to address that market. So my solution to them, my recommendation to this company was to expand our wiggle room by unbundling product and service. So we can think about cross industry expansion not only in terms of the product but also in terms of the service. And what this enables companies is to have, again, more latitude in terms of, again maybe focusing as they originally did on high product and high service customization. But what we realize, especially with some clients, what I labeled old and big clients, is that they don't need as much service customization as be. So at least in terms of service, we can save money, in terms of not having to do that. Likewise, we see that we have this other new category that has low product customization but high service customization. So that customization isn't always product-based. It could be based on some functional service add-ons that the new big client is demanding. But of course, we have to align this with our action. And so here, I tried to align these different types of categories of buyers with the appropriate distribution and sales strategy. So I'll keep it short and if you want to discuss this, we can do it on the discussion boards. But I think the key thing to note here is that different types of customers call for different types of, not only distribution strategy, but also sales strategy as well. So with the High, High, again high product and high service customization. This is where it may call for so-called strategic accounts, accounts where you have not only sales people but engineering, a whole team servicing that one key account. But where again you have repeat buyers where customization can be lower and in that case, maybe you can make do with just one very capable sales person. Because again, not every department is needed. So this is where maybe one men selling can suffice. In the low product customization areas, whether it's high service customization or low service customization, this is where we may have to avail ourselves of middlemen. In the case of high service customization, we're talking about new verticals. So we may not have the vertical channels, since we haven't catered to these industries before. So we may have to use vertical resellers here to help us sell. And in the case of Low, Low, if we do indeed decide to, Target this market, this may almost call for a B2C type of marketing. Where it's not only indirect sales, but maybe the need will be for us to have a brand. And I think this directly ties into the type of promotion that's needed. So here, maybe we may even need advertising. We may even need PR to generate that kind of interest for our brand. In terms of the vertical reseller, we will have to provide the incentives for the reseller to provide us with the leads, and maybe even do some of the selling for us if we don't have those capabilities. In terms of high product customization, we can't take for granted that we have loyal customers. So they have to be rewarded, even though the product customization doesn't have to be as high as before. Likewise with service. And finally, with the High, High customer, we have to do our homework and identify who these key target accounts are. And that could be both at the operation level, but it could also be at the very high level, such as the c suite or the CEO level. So this is just a simple cross industry growth checklist. Ask all these questions. Is your VSA properly aligned with your cross industry strategy? Have you exhausted all the vertical growth options? Have you exhausted your horizontal growth options? Have you considered B2C business growth, what I labeled diagonal growth? And have you considered unbundling your service from your product? Okay, so summing up of B2B is B2B2C, and at least in my humble opinion, stemming from this definition, more variations are possible, whether it's in a vertical sense or in a horizontal sense. We learn that you have organic ways to grow, where you have, of course, existing synergy. But in some cases, depending on your situation, disruptive growth may be opted and may be even necessary. And again, I emphasize how important VSA and Transing can be. And finally, we learned that, especially when you unbundle service and product. You increase the variety of options that you have in terms of cross industry growth.
