In part one of this blog, we discussed the scrutiny Lockheed Martin is facing due to the seemingly high cost of its helicopters and stealth fighters. We also established that value is a better metric, than looking at cost alone. But, regardless of how the true value of a program should be assessed and reported, Lockheed Martin must contend with how its various programs are in fact perceived by customers and other stakeholders. Conventional wisdom states that “the customer is always right.” Further, explaining to a concerned client why their concerns are irrelevant and unfounded is not a viable business model. What can Lockheed’s headaches with the F-35 and CH-53K teach us about client management?