1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188 
THE LIMITATIONS
23rd February 2006, Page 50
23rd February 2006
Page 50
Page 50, 23rd February 2006
— THE LIMITATIONS
Close
Noticed an error?
If you've noticed an error in this article please click here to report it so we can fix it.
If you've noticed an error in this article please click here to report it so we can fix it.
"As a consultant you cannot advise a customer to spend money they haven't got," Derek Bell points out.
These experts are not given carte blanche to set about a job a project is drawn up between consultancy and customer. You need a clear brief and objectives," Bell stresses.
Consultants advise, but final decisions remain with the customer. So what happens if an own-account operator's 3PL gets things wrong after the consultant has recommended them? Technically, because the customer holds sway, he is responsible.
But bad news spreads fast and Gwynne Richards stresses that a consultancy's misjudgements will hit its main marketing tool its credibility.
Tags
People:
Derek Bell, Gwynne Richards