You aren't wrong, but you’re underestimating the inertia of $10M+/year B2B distributors. There are thousands of these in traditional sectors (pipe manufacturing, HVAC, etc.) that rely on hyper-localized logistics and century-old workflows.
Buyer pressure will eventually force process updates, but it is a slow burn. The bottleneck is rarely the tech or the partner, it's the internal culture. The software moves fast, but the people deeply integrated into physical infrastructure move 10x slower than you'd expect.
Internal culture changes on budget cycles, and right now, most companies are being pushed by investors to adopt AI. Have your sales team ask about AI budgeting vs. SaaS budgeting. I think you'll find that AI budget is available and conventional SaaS/IT budget isn't. Most managers are looking for a way to "adopt ai" so I think we're in a unique time.
> people deeply integrated into physical infrastructure move 10x slower than you'd expect.
My experience is yes, to move everyone. To do a pilot and prove the value? That's doable quickly, and if the pilot succeeds, the rest is fast.
This may be true in certain areas, but I think some Chinese companies do take the idea and then they iterate on the product to the point that it outshines the original product all while the original company refuses to act.
Sure there are initial product R&D cost overheads but I don't believe that's the only reason they are not competitive.
Let's take Roomba as the example, because "innovate" does not mean what people think it means.
Roomba invented the consumer robot floor care machine and won the market early on. Roomba's competitors innovated more (iteratively adding features) and Roomba has now lost it's independence.
See Blackberry, Motorola for some more recent examples. What the lesson is: there's only one way to go when you are #1 in your market category. You cannot allow gravity to work.