Article 20: Engineering Solutions, Not Brands: A Lesson in Value Creation

After switching to a company who had been brand centric for almost 4 decades, I learned a hard truth about selling engineering solutions. I was enthusiastically promoting a specific brand of automation equipment, thinking that aligning with a well-known manufacturer would be the best way to win projects. But in the end, my efforts didn’t strengthen my company’s position—it only filled the pockets of a competitor selling the exact same brand.

This isn’t an isolated experience. It’s a strategic model used by most multinational manufacturers who do not grant exclusivity to their local agents. Instead, they flood the market with multiple distributors and integrators, forcing them into price wars while maintaining high profit margins for themselves.

Local engineering firms—who should be creating value through expertise and problem-solving—end up fighting over product margins rather than delivering real engineering solutions. Meanwhile, the buying-and-selling offices of these multinationals rake in profits without adding much value. The real losers? The engineers and companies that actually do the work.

Why Engineers Should Sell Solutions, Not Brands

Imagine a client approaches you with a technical challenge—say, controlling the speed of an AC motor. Many engineers, often due to brand loyalty or sales pressure, immediately recommend a Schneider, Siemens, ABB, or Allen-Bradley Variable Frequency Drive (VFD). But that’s not engineering; that’s just being a product salesman.

A real engineering approach would look like this:

? Understanding the Bigger Picture – Instead of immediately recommending a VFD, analyze the system:

• Does the motor even need a VFD, or could load balancing and process optimization solve the problem?
• Would a servo system be more appropriate for precise speed and torque control?
• Is a motor control center (MCC) a better fit for the application?

? Offering Flexible Solutions – If a VFD is the best option, don’t force a single brand. Many brands provide similar functionality. Let the customer decide based on budget, serviceability, and technical preferences.

? Explaining the Engineering, Not Selling the Product – Instead of saying, “This ABB VFD has excellent torque control,” explain:

• How VFDs work in general
• The impact on energy efficiency and mechanical stress
• The long-term cost benefits of reduced wear and tear

This principle applies across PLC control, motion control, and energy efficiency projects. When a client asks for automation or process control, your response shouldn’t be:

• “We can use an Allen-Bradley PLC.”
• “This project will run best on a Siemens system.”

Instead, it should be:

• “Here’s the best control architecture based on your process requirements, and we can integrate multiple PLC brands if needed.”
• “Would you like a centralized or decentralized control system? Here’s how each would impact your operations.”

By leading with engineering logic rather than product marketing, you:

?? Position yourself as a problem-solver, not a reseller.

?? Earn trust with clients by focusing on their needs, not your supplier agreements.

?? Keep decision-making power in the hands of the engineer, not the distributor.

How Multinational Brands Devalue Engineering Work

Most global manufacturers—Schneider, Siemens, ABB, Allen-Bradley, and others—operate with a non-exclusive distribution model. This means multiple local companies can sell the same products. The result?

1?? Local agents compete on price rather than expertise.

2?? Engineering companies lose value as clients shop for the cheapest supplier.

3?? Distributors keep high margins while engineers fight for scraps.

4?? Foreign corporations make massive profits while local economies lose out.

This business model is incredibly profitable for manufacturers and distributors but damaging for engineering firms and project-based companies. The people doing the real work—the engineers who design, program, and integrate solutions—are left with lower profits and diminishing influence.

Instead of allowing this system to dictate our value, we need to shift the conversation back to engineering.

Breaking Free from the Brand Trap

1?? Engage with the Client’s Problem First

Before even mentioning a product, understand the real need. For example:

? “You need a Schneider VFD.”

? “Tell me about the speed control issue. Is this for energy savings or process optimization?”

By diagnosing first, you ensure that your solution drives the decision, not the other way around.

2?? Present Engineering Logic, Not Marketing Brochures

Instead of selling features, explain the reasoning:

• Why a PLC-based system vs. a relay logic control?
• Why a servo motor vs. a VFD-based system?
• Why energy-efficient automation vs. traditional control?

When clients see you as a knowledge source rather than a salesperson, they respect your expertise and stop shopping purely on price.

3?? Educate Clients on the Bigger Picture

Many clients don’t realize that buying the cheapest product upfront can lead to higher costs in the long run. An engineer’s role is to help them see beyond initial price tags.

For example:

• Buying a low-cost PLC today might mean higher programming and maintenance costs later.
• Choosing a well-supported brand might save them downtime and troubleshooting headaches.
• Investing in better automation today could improve efficiency and lower operational costs over time.

4?? Let the Client Decide the Brand—But Guide the Decision

If multiple brands offer similar solutions, adapt accordingly instead of forcing one option. Ask the client:

• “Do you have a preferred brand for serviceability?”
• “Would you like to compare local service support for different options?”

This keeps the decision power with the client while ensuring your engineering remains at the core.

5?? Challenge the Profit Model of Buying-and-Selling Offices

Engineering firms should not be treated like resellers. Instead, we should:

• Charge for expertise, design, and integration—not just hardware.
• Negotiate better terms with manufacturers to prevent unfair local competition.
• Ensure clients see the value in engineering, not just product supply.

The Engineering Mindset Wins

The moment engineers shift from product promotion to solution-oriented thinking, they take back control of their market position, expertise, and value.

Instead of being middlemen in a price war controlled by multinational corporations, we become trusted experts who drive innovation and efficiency. That’s how we reclaim our worth in the industry—not by selling products, but by solving problems.