225. New Business-Models for Post-Corona?

Mask-Free, Likely Date: November ’21!

At Mckinsey.com, take a look at their 11/23/20 “Insight” entitled: “When Will the Covid-19 Pandemic End?” Given the recent vaccine news, their back-to-new-normal date is one year out – 11/21 – along with other less-probable-scenario dates. By 11/21, what new business-models must distributors have in place considering these…

New-Normal, Forces For Change     

  1. A Big, B2B buyer: “We spent 5 years trying to get our buyers to adopt Cisco’s Webex, then had a 50-fold adoption in one week…Many of our buyers will continue to work remotely to varying degrees. …we now only want to see supplier ‘experts’ by appointment at our request.”
  2. To be truly customer-centric: who (at your firm?) will survey your Big Buyers to find out how they want to buy? What if they want: digital first; then virtual support as needed; and, finally, physical visits by the “experts” they select? What will you and your regular-calling reps do?
  3. To increase expert, virtual, (24/7?) support, will some distributors steal the best talent anywhere in the US (or the world?) who prefer to do (part-time) remote work?
  4. In 12 months: how much will Amazon Business’ capabilities expand and innovatively improve? With what direct and indirect effects on distributors and suppliers?
  5. How many suppliers will roll-out, end-customer, digital-engagement strategies that involve distributor dis-intermediations? And/or, what collaborative re-intermediations?
  6. Will new, digital competitors appear to sell your most net-profitable SKUs for less?
  7. Can you meet lower-cost, digital-sellers’ prices with your traditional, bundled-service-cost model?
  8. Hybrid selling models will require fewer reps with what new skills?
  9. What analytics are needed to transition to new e-selling models?

Transitioning (how many?) Sales Reps into Four, Different-Selling Models

I share four, different, selling models that every distributor must consider for different segments of customers in my webinars #8-10 (out of 12).

What if some of your reps will fight any changes? Answer: my webinar #8 has six different lenses by which to evaluate each rep. Reps are not equal in: talent; the net-profitability of their accounts; their ability to re-skill for new selling models; and their desire/ability to jump to a competitor.

Detail a specific transition plan for each rep with overall goals being: having only best, adaptable reps interacting with best customers’ needs better and more flexibly than competitors.

But, first get the enabling analytics!

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