Have you seen teams take the lead with little time left? They then switch to prevent play and try to milk the clock. But, the other team goes up-tempo, takes nothing-to-lose risks and wins. Why not play relentlessly to win and beyond by being a perpetual innovator?
Why Do Distributors Economically Exist?
Most “merchant” distributors cannot answer this question effectively. So, they fear the unknown, economic boundaries for:
- Suppliers selling more customers direct.
- Suppliers selling (partial) lines through Amazon.
- Integrated Supply distributors taking over their biggest accounts.
- Digital disruptors stealing both spot and big, commodity orders with lower prices.
Survey: 80% of McKinsey Clients Fret Business-Model Risk
So much for global-2000 CEOs. What are distributor CEOs thinking?
- What percent of distributors – with commissioned, field-sales reps- have business-model worries?
- What percent believe the results (from multiple surveys) that: a majority of millennial B2B buyers don’t want regular sales calls; or, to pay for them in higher prices?
- How many CEOs are “well-informed” about their key suppliers’ plans for: digital engagement of end-user customers along with new, omnichannel journeys for them?
- What are the dis- and re-intermediation realities of suppliers’ digital plans?
Beginning of the year Planning Questions:
Does your firm set target “numbers”: budgets and financial, in the form of “stretch” goals?
- If so, what will you do differently to fill the stretch gap? And, any specifics for digital transformation necessities?
- Will your “strategy changes” threaten the status quo? Or,
- Will they fine-tune what you know and have been doing?
- Will debates be only about choosing and prioritizing the type of lipstick or dresses to put on the same old activity bundle?
- Has this process achieved stretch goals in each of the past five years?