Category Archives: Distribution Strategy

69. The Many Faces of Amazon

Amazon (AMZ) is continually pushing the boundaries of innovation in distribution. Following their ever-evolving methods for consuming channel volume is a full-time job. Depending on your perspective, AMZ has become your friend, your foe, maybe even your partner. However, one thing is for sure across the board: Amazon should be your role model for innovation in distribution.

My presentation at the Advanced Profit Innovation Conferences coming up this fall take a deep dive and explain why I say this. Here are the dates:

The live discussion will take a look at AMZ’s latest moves in the marketplace. I will attempt to answer and analyze what I think are the most important questions so we can all learn from the master. Continue reading 69. The Many Faces of Amazon

68. Customer Profitability Analytics (CPA) for Reinvention and Amazon-Proofing

On June 29th, I did a one-hour webinar for the Health Industry Distributors Association (HIDA.org) on Customer Profitability Analytics (CPA) for Reinvention and Amazon-Proofing. We had 118 folks from 60 different companies sign up, and 85 from 40 companies attend. 60% were HIDA members, and 40% were distributor friends from other channels. And, most of these HIDA guests have been pursuing the webinar’s title themes and likely skewed the three survey-question results below.

We did survey questions upfront to reveal a bi-modal audience regarding: CPA; Rep compensation; and open-book management (with potential gainsharing) for all. The chasmic results were:

  • 47% were getting traction with CPA; 31% had never even experimented with CPA
  • 31% incented reps on customer net-profitability; 39% paid on gross margin dollars
  • 63% practiced Open Book with all employees; 35% were quite closed

Continue reading 68. Customer Profitability Analytics (CPA) for Reinvention and Amazon-Proofing

66. It Might Be Time Distributors Consider Partnering with Amazon

Is it time Distributors consider partnering with Amazon? A Platform Business Model is a web service that facilitates exchanges between a self-sustaining mass of users (e.g., Facebook) or buyers and sellers (e.g., Uber). Platform winners typically become monopolies with increasing value and cost economies of scale. Don’t underestimate the power of Partnering with Amazon and their five, and soon to be six plus, compounding platforms in distribution.

Prime

The first challenge is how to get the most, and the best, customers and sellers to your marketplace platform. With Prime, Amazon bootstrapped itself to a critical mass of loyal, repeat, big spending customers that other potential co-sellers want to reach. Prime membership started in 2005 and has snowballed to its present 60 million+ members in North America (85 million+ worldwide). Continue reading 66. It Might Be Time Distributors Consider Partnering with Amazon

63. Envisioning Amazon Business Effects by 2019, Part 2

Part 1 of this Amazon business (AMZ) series touched on Grainger’s current profit woes. So, why have legacy channel players underrated AMZ for 20 years? In this second installment in the series, we take a look at the new lenses we need to better assess the threat of Amazon’s future business effects. 

My favorite example of a channel player underestimating Amazon is Barnes and Noble (B&N). B&N unveiled a web site in 1999 that was going to crush what they referred to as “Amazon dot bomb,” according to Barron’s. But by April 27, 2017, the company had announced their fourth CEO in four years, and 645 stores were down 9% for 2016. Meanwhile, on May 8, 2017, Barron’s targeted AMZ shares to hit $1100 (+20%) in a year. Continue reading 63. Envisioning Amazon Business Effects by 2019, Part 2

60. Opportunity: Be Rid of Large, Unnecessary Credit Costs in Distribution

How do you measurably increase a customer’s value, keep and win a larger share of their business, and improve the net profitability of the account? A first step should be to purge the bad habits underlying high credit activity customers and rid your company of unnecessary credit costs in distribution.

Continue reading 60. Opportunity: Be Rid of Large, Unnecessary Credit Costs in Distribution

59. Measure Your Vital Intangibles in Distribution

The law dictates that you must be able to show financial numbers based on things that are easy to see, count, tax and borrow against. Because financial numbers are ultimately downstream, aggregated symptoms or by-products of your business activity, you won’t find any powerful insights within them or their sliced and diced derivatives.

Why Not Your Measure Your Vital Intangibles in Distribution?

Continue reading 59. Measure Your Vital Intangibles in Distribution