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All Responses Summary

1. Can distributors survive in an industry model where Gross Profit is expected to cover operating costs?

Continue with Current Industry Model	Responses	Pct
No records returned.

2. What's the best answer if the model is obsolete?

Answer Description	Responses	Pct
Combination of fee based services and markup based pricing.	63	34.4
Combination of Markup based pricing and manufacturer pays distributor for services	46	25.1
I Don't Like Any of These Solutions	34	18.6
Industry has to switch to fee based services	10	5.5
Manufacturers Compensate Distributors For Services	16	8.7
Things Are Fine, no changes needed	14	7.7

3. What do you really think? Sound off! (All Responses)

Sound Off
DELIVERY, TAKE-OFF SERVICE, TRAINING, BROKEN PACKAGING, CUTTING WIRE, RESTOCKING - WE DO SOME OF THESE NOW...
one of the problems we face with the mfgs is that they produce price list and then offer discount off them. this limits our ability to increase pricing, due to the fact they publish them. we have the same problem with a trade servise type pricing matric. Distributors need to learn to sell on service and other tangible advantages and not on price. selling on price alone is a losing venture.
change where the distributer plays in the value chain
What is this big problem with charging more for a product. In 31 years of doing this I never forget what my Dad said to me... Never be afraid to charge more! Period! End of story! We are a electrical distb with plenty of competition and have never told a cust I would be "cheaper". I dont mean we cant be "competitive"! In 42 years through good and bad times we have only 3 years that were even or down 1-2%, all the rest have had growth! Did we miss growth along the way by not being cheaper? Maybe.... BUT DO THE MATH! WE MADE MORE MONEY! What we should all be here for is profit! Not volume! Sorry for the soundoff but profit is a very sensitive subject for me. V.T.Y Peter Schwing
Distributors can survive with the traditional model if they approach it in a different way. For example, including more value per customer purchase justifies a greater markup for the distributor. Is this charging for service...? Yes, but its not as uninviting as a flat charge for service? Can this strategy hold up to competitors...?
If you are not doing a combination of these suggested changes, as we speak, your business is dead but you don't know it , YET ....
Distributors that have services worth charging for, those that the customer can't match elsewhere, will be able to charge for services. Examples of these are technical support services for automation products, power monitoring system technical support, etc. I don't think there is room any more for distributors who give away things like free lighting layout services to survive because customer buying practices are focusing too much on competitive price comparisons and there are too many idiots out there that wnat the distributor to meet any price and get the order on service. That's a ready made presecritpion for a shrewd price-oriented competitor to be able to knock out a value added bu naive competitor who won't walk away and will give away services for nothing. In any case, it will probably evolve into a combination of fee based services and gross margin, but we probably won't be alive to see it go all the way to charge for services and invoice at cost. The manufacturers in this industry would have a heart attack just to think their price could be exposed like that!
Current distrubution models for the typical industrial distributor do not work. The growth of catalog house for imediate delivery and integrated suppliers ( supply chain managers) are examples of the new channel model.
Service the customer and the gross margin is there.
I am not sure as the economic times are masking the really story right now. Given good economic times might allow a more realistic market to judge from.
I think the industry is moving towards more of a "solution provider" mentality. Any time you can add value (meaning, cut costs) for the customer, you'll have a leg up on the traditional distributor.
1 - Evolution is a growing, changing thing. "One size does not fit all". In the future, the distributor's role will include a greater percentage of sales to the end user. As well there will be more "customization" by customer of services provided and remuneration methods. 2 - The marketing role of the distributor will become greater in the the future and the manufacturer's role will be more as a developer & manufacturer of phsical product. Thus the importance of both to allign themselves with like minded companies with a greater emphasis on working together to mutual benefit.
When and if the manufacturer starts paying the distributor for services, this will be the end of agressive and excellent distributors. The distributor will be no more than an employee of the manufacturer - just collecting a pay check.
Some aspects of fee based, or distinct service billing make some sense, but without other coincident changes in the way manufacturers sell/service, it won't work. Too many manufacturers will sell to almost any distributor, and with out enough pricing difference to relect and allow for appropriate returns related to services provied. If a small distributor has a 10-15% buying disadvantage, but an equal or perhaps slightly greater SG&A %, the opportunity for the full service distributor to earn an aceptable return and fund future value adding services identified by the market is erased. Without appropriate structure changes amongst Mfg's, just changing the distribution model by itself will not yield the improvements most distributors seek.
Some aspects of fee based, or distinct service billing make some sense, but without other coincident changes in the way manufacturers sell/service, it won't work. Too many manufacturers will sell to almost any distributor, and with out enough pricing difference to relect and allow for appropriate returns related to services provied. If a small distributor has a 10-15% buying disadvantage, but an equal or perhaps slightly greater SG&A % advantage, the opportunity for the full service distributor to earn an aceptable return and fund future value adding services identified by the market is erased. Without appropriate structure changes amongst Mfg's, just changing the distribution model by itself will not yield the improvements most distributors seek.
We need to increase pricing to the end users and hold firm by offering a "fair price"-not a cheap price. The customers need to be reminded that the VALUE is remembered long after the price is forgotten
I disagree with your model proposal. Manufacturer's could not figure out the correct amount to pay and it would be anti consumer to have pricing set that way. Now, manufacturer's should be able to redistribute the "gross profit" by giving better pricing on product based upon the distinct services rendered. If a distributor truly adds value, the end user should be willing to pay for it, however, the manufacturer can insure more end user and distributor loyalty if they give functional discounting that rewards the correct parties in the chain.
I agree with the concept of charging for services, but I also realize that customers who have traditional enjoyed these services for free will balk at having to pay for them. Yes, they want better pricing but the customer never wants to give up service of any kind. The model must evolve, but the process will be slow and painful.
Have you heard of Anti-Trust laws? Are you ignorant?
IF DISTRUBITORS HANDLED THEIR BUSINESS IN A MORE PROFESSIONAL METHOD WITH HIGHER INTERITY, THE CUSTOMER WOULD NOT PUT AS MUCH PRESSURE ON THEM TO LOWER PRICES. OUR SALES WERE UP LAST YEAR EVEN IN A DOWN ECONOMY. IN ORDER TO COMPETE WITH THE BIG CATALOG HOUSES INDEPENDENT DISTRIBUTORS MUST OPERATE AS A TRANSACTIONAL DISTRIBUTOR AND TAYLOR THE PRODUCT HE PROVIDES TO THE JOB THE CUSTOMER HAS.
Distributors must operate on the assumption that they bring value added services to the equation. Both manufacturers and customers think distributors make too much money in all economic conditions. The reality is they don't make enough for what they do and the risks they take. Manufacturer's do not/will not take on the task and expense of distibution but continue to expect distribution to be happy with declining margins. Customers have thought that integrated supply contracts were the answer, with auditable margins, and very few of those work!
DECLINING PROFIT PERCENTAGES ARE KILLING THOSE WHO TRY TO PROVIDE A TRAINED SALES FORCE.ALL OF OUR WORK IS CHEAPENED BY THE PRICE ONLY DISTRIBUTOR WHO CUTS THE PRICE AND SAY'S "WE CAN SELL THAT LINE TOO" . SELECT DISTRIBUTION CAREFULLY AND DIVIDE RESPONSIBILITIES TO REDUCE THE TOTAL COST OF THE SALES PROCESS AND KEEP MARGINS HIGHER.
I think that manufactures and distributors have to work together more closely and cooperatively to bring products to the end customers. With this comes the sharing of the overall cost of the product and the services performed by the distribution network. Both need to evaluate redundent functions, eliminate them and share the cost savings. Area's such as this will help increase margins for both and get products to market at more competitive prices.
I think the role of distribution has to change, but there has never been a better opportunity. Retailers are pressing for more. Manufacturers are having to do everything to cut costs in order to servie and compete. The distribution arm has to become the supply chain manager and serve as the middle link bringing the the products to market for the manufacturer at lower costs and providing value added service to both the manufacturer and the retail links. The cycle is shifting back to where manufacturers need to focus on low cost production. Retailers need to sell products at the point of sale and distributors needs to link the two but not in the same functions and activities as in the past. Each member of the chain needs to provide value to the other in a true partnership rather than in the adversarial manner that has developed over the past 20 years. The manufacture needs low cost production. The distribution has to insure efficent supply and the retailer has to get the product to the end user all at equitable profit margins for each partner in the chain based on value to the end result. The current business model is outdated. We need the fundamentals from the past and a new value added partnership approach of the future for all to succeed.
Commodities sold with no additional value have nowhere to go except the lowest current "street " price. Distributors that can demonstrate value in multiple ways, i.e the actually good distributors that are in charge of their markets, are in a much better position to control their own destiny. Mediocre distributors who bring nothing to the end-user other than a donut-run sales call or broker(no inventory) mentality, would fail even with an arrangement to receive sales and advertising credits from the Manufacturer. If they are an unprofitable distributor now, how will they financially support the manufacturer and guarantee a suficient ROI on those costs? That being said, I do believe it is time to take a strong position and ,hopefully, a unified one amongst strong distributors to begin charging fees for genuine value-added services. I believe we must continue meeting price pressures, but can offset that with performing at a high support level and justifying the costs associated with those support activities - similar to the activity based costing model. At least that's my humble opinion. Thanks.
Distributors should set the end selling price based on their value added services. There is too much pricing control given to field reps. REAL SELLING skills should not give way to the "what do you want to pay mentality".
The actual services 'distributors' provide to end users has expanded or at least their job description and duties in the eyes of the customer has greatly changed; and increased over the last few decades. Customers are demanding more because of depleted staffing; they want distributors to know more because they don't; and then they end up selling out the same people that helped them because of the ghostly dangers of relationship building. I’m generalizing but, In my eyes the old time 'service distributor model' of relationship building with a customer is almost dead or dieing. This really is a tragedy in some cases and creates a hollow feeling for many family companies built on generations of trust and hard work. It's how Bob of Bob's Hardware must of felt when the farmer's field next to his 60 year old family business was plowed over for the new Lowes Improvement Center. The small to medium Industrial distributors I deal with every day have the same story; in the past few years; large accounts of theirs, which they built up for ABC Manufacture from zero, over years are gone in a day. The Manufacture has given the business to this or that integrator. The model of industrial distribution has changed; sooner or later though customers and ,yes , manufactures will realize quality service (knowledge) is as important or more so than the margin they gained by buying or selling at Walmart. Or do I sound like poor old Bob,,,,, Challenges await.; Gary Brown HTC VP/Sales Manager Cincinnati
I don't agree with the model where distributors charge end-users for fee based services and then charge product at cost. There are few problems: it could get way too complicated (keep it simple or our costs of doing business will go up because were spending too much time figuring out all of the service pricing), certain distributors will just get into pricing wars over service pricing and we will be back in the same place we were with gross margin pricing. I think that the model COULD work where manufacturers pay distributors for markeing and other service fees; however, how do we handle things such as customers that take a long time to pay or customer that are higher maintenance than others, etc... I think that the only model beyond traditional pricing would be a combination of "Manufacturers pay distributors for distinct services rendered, distributors Invoice product at cost to customers" and "markup based pricing", but I think that we are going to end up at the same price for the end-user anyway. I think that consultants live in their "consultant bubble" and not the real world and then they get large end-users to go along with their "theories".
Fee based pricing can easily destroy the impetus to manage a business for maximum profitability. (ie the free enterprise system). The problem today with distributors is that they are being out marketed by their broader based competitors. Independent distributors have huge positive points of difference but they do market their advantages to customers and prospects. Customers will not pay more if they do not perceive value for their expenditure.
matrix pricing to determine cost of material and related service factor to the market and electronic tracking of related market price adjustments to accomodate the differnce in rebate form or directly tied to the deviation.
Manufacturers should not be dictating end user pricing at all or if they wish to create a list price, do so with adequate margins for the distributor.... at least 3x distributor cost....Where we as distributors get squeezed is from mfg who set unrealistically low list prices, when end users may be aware of list, and expect (automatically) a discount off of list. I, as a dist., don't want any selling price restrictions or interference from the mfg. There concern should be there own cost to produce and market to distribution..... not my end of the world.
Customers think we charge too much for the products we sell and forget the services that take place behind the scenes. These additional services cost money to keep available to the end user.
MANUFACTURERS NEED TO LISTEN TO THEIR DISTRIBUTOR "PARTNERS". MOST MANUFACTURERS DO NOT TRULY APPRECIATE WHAT THE DISTRIBUTOR DOES FOR THEM. I'VE BEEN ON SEVERAL DISTRIBUTOR COUNCILS AND WHEN I CAN SPEAK DIRECTLY TO TOP MANAGEMENT WE GET ITEMS HANDLED THAT ARE PROFITABLE FOR BOTH. TOP MANAGEMENT DOES NOT UNDERSTAND THE WORKINGS OF THEIR OWN DISTRIBUTORS. I LEARNED THAT OUR SUPPLIERS COULD NOT EVEN COMPREHEND DISTRIBUTORS UNTIL I GAVE THEM MY PROFITABILITY QUIZ WHICH ALMOST ALL FLUNKED. AFTER THEY LEARNED OUR GROSS AND NET PROFIT THEIR ATTITUDE CHANGED AND THEY CHANGED THEIR PROGRAMS TO INCREASE OUR PROFITABILITY. THE INDUSTRY DOES NOT NEED TO CHANGE THE BASICS JUST COMMUNICATE!!
Our manufactures determine our cost from a list price. As they drop the list price our profit shrinks yet we still have to perform all the same task, sales,delivery, stock, warranty, techinical service. This model cannot continue, droppimg list price and allowing the distributor to set our own price levels is a method which would work, everyone has different overhead. One model can no longer work for all.
Like many distributors, we have no experience in fee based services so the concept is frightening. Even though we are taking steps that move us much closer to having the ability to identify the expenses from specific activities, I believe that we are a long way from obtaining accurate data.
DISTRIBUTION NOT MANUFACTURES SET PROFIT MARGINS. I BELIEVE THE SYSTEM IS STILL WORKING. IF THE MFG. EVER LET IT'S COST ON THE STREET THE PRESSURE WOULD BE TO DRIVE THAT PRICE DOWN BY END USERS WITH OUT ANY BUFFER (DISTRIBUTOR) TO HELP STOP THAT FROM OCCURING.
I don't think the distributor model is changing as fast as the consultants think that it is. I believe that Gross Profit will be the primary income generator for distributors for the next ten years or more. An exception to this may be industrial distributors that have a lot ob business in somewhat niche markets.
THE INDUSTRY MUST SAY NO TO THE CUSTOMER OR CHARGE FOR FRT & SERVICES. BUT , THIS DIFFICULT TO DO. EG.IN 1979 I TRIED TO GET 1.00 FOR HOT SHOT DEL WE WERE THE LARGEST DIST IN THE MARKET. IT FAILED.I ALSO, TRIED TO GET 5.00 FOR CUTS&PARALLELS, THE OTHER DIST WOULD NOT FOLLOW MY LEAD.
We are still in a free market environment. Yes, there are price cutters out there that are hurting margins, and yes there are times the manufacturers are dictating customer sales prices and distributor costs. Each distributor has a choice of getting involved in those profit margin squeeze situations. Eventually price cutters will go out of business, sell out, or raise their prices. We we talking about these margin problems 20 years ago just as we are today. But historically the average margins are the same today as they were 20 years ago. There are fewer distributors today than 20 years ago, but the competition is just as tough, because they have been replaced by big box retailers and Grainger. We need to educate our fellow distributors on what is profitable business and what isn't if we are to remain healthy. But we have choices........
Sounds like fodder for a new round of Consultant scare tactics! Similar to "The internet is going disintermediate the distributor". Bull!
IT DOES NOT MATTER IF WE CHANGE TO FEE BASED SERVICES OR CONTINUE TO USE MARKUP. WE MUST IDENTIFY OUR TRUE TRANSACTION COST BASED ON CUSTOMERS AND PRODUCTS AND CHARGE THE PROFIT NEED THE COVER THESE COST AND RETURN AN ACCEPTABEL R.O.I.
Distributors need to make more money.There has to be some type of agreement on pricing,freight and other costs of businees charged to the distributors customer base.I feel that the distributors should have some type of professional conduct.Like what lawyers and doctors have.A Society or member agreement on business practices that keeps all distribution profitable.
Electrical distributors need to change from a cost + model to a list - model. Manufacturers need to prevent end-user customers seeing wholesaler cost. If wholesales continue with the cost + approach, they have to pad their cost to their own sales force.
Manufacturers have the ability to offer the distributors better pricing. That pricing must be offered to the distributors who commit the resources to actually "sell" product and perform the distribution fuctions they should. A trained sales force will sell enough product to compensate the manufacturers for any price concessions.
Its not that I don't like any of the choices, its that I don't see any one, or any two of them being the final answer. We're in an increasingly 'customized' society and business, like the consumers that that fundamentally are, expects the same. I believe that fee based services, markup based on pricing, and manufacturer payment for certain services are all going to be part of our future source of revenues and profits. I do think that fee based services will be the first to grow in proportion to markup against cost. I do not think that it will replace it.
1)Fee based services are a pipe dream. Customers will not tolerate increases from what most of them believe is another layer of "middlemen". 2)Markup based pricing is out of control in my market. The vast majority of distributor sales people,inside and out, have absolutley no concept of actual cost. The only commodity they are able to grasp is low price wins the sale.This mentality has eroded margin and led the existing customer base to expect rock bottom prices that are unprofitable. 3) The manufacturing community pay distributors? Maybe when pigs fly. They seem more than willing to "pay" buying groups (in effect holding our money in escrow),but continue to expect distribution to shoulder more of the logistical, financial, and marketing load in order to continue downsizing operations.Invoicing cost to my customers is high treason in my book. 4) Any combination of these suggestions will erode an already shrinking profit margin and weaken the distributor/client relationship. 4) Anyone who thinks things are fine is very lucky or fast asleep. I suggest that my peers in upper management get off the internet, cancel next weeks ski trip, and get out into the world of today.Visit your customers, ask if your people are "cutting the mustard", find out why your contractor sales force gets bullied into low margins. Ask the tough questions taht sales people find too hard to ask. Weak management has contributed to the state of the industry more than any single issue.
There are distributors who do the manufacturers' marketing / quotations / problem solving very well for them, while others put that onus back on the manufacturer to quote every little small job for them, and come up with their promos (all the manufacturer does in most instances is copy a promo that a progressive distributor put together and give it to the lazy distributor). So the manufacturers' responsibility is to identify those distributors that perform those services for them, save them time, alleviate their resources, etc., and PAY THEM FOR THAT! But to go to a mfr cost system for a sell price, with manufacturers paying a fee on the backside is not the answer -- I can get a premium over my competition, so I deserve to do so. To level the price playing field is not the answer. But the fact of the matter is that those distributors staffed to perform historical manufacturers' functions have a much higher cost structure (in our instance, we have 6 inside quotations people to design jobs, while our competition has one "paper shuffler" and makes the mfr quote all his jobs). So we need to get paid somehow for performing these duties, which we're not in many cases now because ultimately the competition comes up with the same cost, but the mfr did it for them. Sorry so long, Neil, but you know me. Doug Borchers
Distributors – Hooked On Low Margin I add these comments from a Canadian perspective. I believe, however, that some of these problems apply North America wide. My opinion is that distributors have set themselves up for failure from a profit perspective. The three main components of failure are as follows… 1) Addiction to rebates. 2) Failure to differentiate. 3) No Focus on Profit Addicted to Rebates The Canadian Electrical Distributor Association (CEDA now called ElectroFederation) financed a major study on distributor profitability and presented it at their conference in 1987. One of the major problems uncovered was the rebate mentality within the distributor. The fact that there is a rebate in place, but that the amount is “secret”, leads distributor sales people to take business at an unreasonably low profit level. Projects are frequently secured at 3 or 4% gross margin with the hopes that it will add to the rebate at year end. But is the rebate 2% or 6%? And better yet, does the rebate even apply to project priced orders? Frequently it does not. If you examine the cost of such an order, the distributor loses money on the transaction, even with the rebate margin added in. TED magazine examined the gross margin at Home Depot in the July 2000 issue. Home Depot averaged 29.7% GM while distributors averaged 21.7%. Do you imagine Home Depot relies on the hope of a year-end rebate to determine their profitabiltiy? Hardly. As a manufacturer, you put your best price forward on the invoice, you provide room for margin, and you perform or you are replaced. Failure to Differentiate It is not uncommon for six distributors in a given city to be promoting the same name brand manufacturer. Guess what happens to margins. There is no product or service differentiation. This is great for the prime manufacturer, but death to distributor profits. And the large manufacturer keeps all six distributors in line by threatening to reduce rebates if they promote a competing product. The distributor is a middle man. A major opportunity for differentiation is alternate brand products. Distributors freely give up this opportunity. No Focus on Margins If you examine many manufacturer trade price books, the spread from trade to distributor cost is only about 27% gross margin. If there are multiple price columns, the spread is often only 20% from end column. On top of this, most customers want to know what their discount “off trade” will be. These Trade Price Books do not allow the distributor to make a reasonable margin. How can distributors continue to support such a supplier? The average distributor has an operating expense of 20% of sales and the trade price book only allows 20% gross margin. That’s 0% net profit.! No wonder distributors have a profit crisis. Distributors provide essential services in the supply chain. Geographic proximity, credit risk coverage, bundling of electrical products, merchandising and display, and management of delivery. If the distributor cannot make satisfactory margin on a product line, they should be aggressively pursuing alternate sources of supply to improve their profit mix. The first question in any annual review with a manufacturer should be…”What will my total gross margin be on your product line this year?” If distributors continue to focus on rebates rather than total transactional profit, they are doomed to a downward profit spiral. Frank Dunnigan Techspan Industries Inc.
Good business people will find a way to make a profit - there isn't just one solution that will work for every situation.
It is certainly gut check time for many distributors. Granted, the distributor model maybe going or is already obsolete. However, distributors continue to play a key role and have survived many obstacles since antiquity. Distributors now represent the manufacturers thus providing a high level of value to them. To customers, distributors provide material and distinguish themselves with costly value-added services. The problem is how to make money doing what they do best...represent manufacturers and provide a valued service to customers. Let's say that distributors did switch to only fee based services. Time is not on the side of distributors and there are people in the services space now. Switching from the traditional model to a fee based service will take years, if the market ever bought in. First, distributors are not consultants nor will they ever. Charged and selling services is not a core part of their business now. Thus customers would be apprenhensive in trying something new from a distributor that might be provided by (shocking)...a service provider, which foreshadows the second point. There are many service providers now that are experts in logistics, supply chain management, etc. Could you see Graybar competing with UPS for logistics business? For the sake of this next point, let's say customers accept the fact that distributors charge for services and sell product at cost. Manufacturers would not be happy about the customers visibility to cost. The relationship fallout would be great in the short term between manufacturers and distributors. If profit is made on services, distributors will shift focus to the profitable part of their business and move away from selling product. Long term, manufacturers might question the need for the distribution model. Incremental steps, not leaps, will result in sustaining the distribution model. The viable alternative is this gray area, combining fee based services and pricing. Whereas profitability is most important, distributors must understand how to make their business profitable. For example, if a large order is on the table but with low margin and many free services, a calculation must be made before accepting the order. A sales person needs to step up and say that the business is not profitable and "sell" the free service. Sounds hard, huh? If the relationship is there and the distributor does provide value the customer will pay. If they won't or can't the sales person needs to have the autonomy to walk away. In the end, this message echoes a mantra delivered by the Arrow Electronics ex-CEO Fran Scricco, "more for more, less for less, but never more for less." Distributors, regardless of industry, need to step back, analyize, and take profitable business not just orders. Regards, Roland DuCote rducote43@hotmail.com
Just like your golf shot, you'll have to know when (which customer situation) to pull out the right club for the best result. Every customer order (or project)may have a different situation and requirement attached to it and therefore a unique service needs applied to best serve that customer order. Hence a service adder appropriate to the cost incurred plus a gross profit should be reasonable for the value added. We as distributors should use all the clubs in the bag, but we must pick the right club for the right lie. If our competitors or customers select wrongly, let them double-triple bogey the job and lose money accordingly. Unfortunately a large (growing) percentage of the players just never take the time or develop the talent to play the game efficiently and well, so the whole industry suffers
For project packages, more manufacturers go direct. Distributors need to dump a mark up pricing strategy. Today, most distributors don't have the onternal smarts to mark up price and know when to take advantage of an opportunity; most of their people do not understand the difference between mark up and margin! A viable option is to build their own list price system so that pricers are forced into a systemized process built on policies rather than individual feelings.
Can you point to an industry where the model you describe works? The travel agent industry is trying to go to this model as they have the same issues, with the internet providing better fares, etc. but it looks like they are not having that much success. How does an end user truly account for the cost of an item with the model you describe? I typically hear from distributors that they have no way to pass along additional costs to the end user, like freight or small order charges. Could we be looking at the basic economic model of supply and demand? Demand is down, supply is up and thus prices are down.
We as distributors never cease to amaze me as to the depth of our foolishness. Profit is not a dirty word!
I THINK THERE ARE FEW ELECTRICAL DISTRIBUTORS WHO REALLY UNDERSTAND THEIR REAL (ACTUAL) COST OF DOING BUSINESS. JUST BEGINNING TO USE VARIABLE COST EQUASIONS MIGHT HELP. MANUFACTURES ARE NOT MUCH BETTER IN UNDERSTANDING WHAT THERE COSTS ARE.
Hi Neil, You article appeared in our weekly Communicator at Rumsey Electric in Philly. Please excuse me for being to the point(thats me), but I think your wrong. The last thing in the world distributors need, is to show an end user our costs and then have them determine which distributor will accept the cheapest services. I am fortunate to be working for a Rockwell distributor. We differentiate ourselves from the competition because of the "Selective Distribution Model" which Rockwell has upheld. We have no competition in our "Area of Prime Responsibility". Rarely do we compete with distributors outside our APR. We have similar relationships with other manufactures in our area. If everyone has the same products at the same costs in the same areas, there is nothing to differentiate us from each other. I know that manufactures are finding it more difficult to maintain such a model in today's world, but it is key to our existence as distributors. Another way we differentiate ourselves is through our technical sales support people. I will agree with you, that sometimes customers do take advantage of our free tech support groups. It is true that the manufactures are pushing more costs on the distributors to provide more support services. As distributors we should recognize these costs and in some cases be able to charges for support services. I know not all distributors are fortunate to have Rockwell as a primary line. But other manufactures should take note of the success Rockwell has had following this model and support their distributors accordingly. Manufactures and Reps should not jump ship on distributors who are not performing on the short term. Of course that goes both ways. Distributors on the other hand do not "Sell Services" in fact they don't SELL much at all anymore. Its very simple. There is a story to be told about every widget on the shelf. End users can still be easily influenced to purchase products based on FEATURES AND BENEFITS, AVAILABILITY, WEB ORDER ENTRY AND OTHER VALUE ADDED SERVICES. (notice, I did not mention price) Its our job as distributors to support the manufactures who partner with us and sell their products. I have recently had some success taking this approach with customers who 3-5 years ago were sold on e-commerce or integrated supply solutions which failed. They are back to doing business the old fashion way. The maintenance and engineers people in the facility were happy to see a SALESMAN again. They had not seen any new products in years and boy do they love our service! Bottom line is, it is all about relationships. Relationships from Manufacture to Reps, Reps to Distributors and Distributors to end users. We are in the SALES business not the Distribution business. We need to get closer to our customers. We need to gain their TRUST and FRIENDSHIP. When that happens sales and profit follow. "The Industry Model is not Obsolete", if everyone knows their job and does their job. Thank you for reminding me what my job is! Regards Pat McKeefery Senior Outside Salesman Rumsey/Tecot Electric Phone (Office): 302-421-3939 Phone (Home): 302-239-0952 Fax (Home): 302-239-0936
In some markets, lighting manufacturers rep's are quoting direct to the contractor and then controlling the distributor as to their mark-up. This alone, in my mind, is the number one problem the distributor faces. To add this problem, rep's will then seek to hide money in "engineering fee" to increase their margin rather than being paid on commisson from the manufacturers they rep.
We have moved into an economy where tried and true methods will work in all market areas. I do not believe we can hold to a "this formula cures all ills mentality". It is up to the distributor to invest himself into the market he services not only for the dollars profit, but with a willingness of comittment of personal energies along with integrity to keep abreast and sometimes ahead of the customer needs. What I believe we are seeing in the explosiion of information is that we are each personally challanged not just to motivation and profit, but which river to wisely navigate. I for one was never that wise, but I personally have a heavenly Father who gives me wisdom when I ask.............Bottom line guys. Without God we are lost!
We have moved into an economy where tried and true methods will not work in all market areas. I do not believe we can hold to a "this formula cures all ills mentality". It is up to the distributor to invest himself into the market he services not only for the dollars profit, but with a willingness of comittment of personal energies along with integrity to keep abreast and sometimes ahead of the customer needs. What I believe we are seeing in the explosiion of information is that we are each personally challanged not just to motivation and profit, but which river to wisely navigate. I for one was never that wise, but I personally have a heavenly Father who gives me wisdom when I ask.............Bottom line guys. Without God we are lost!
Technology has created what appears to be an ever abundant supply. Products become commoditized faster than at any time in history. Foreign manufacturers are able to knock off and recreate even the newest and most proprietary products, and they do it with skill. Oversupply, rapid commoditization and hungry global manufacturers all point to continued pressure on real world sell prices. The challenge is for the United States to bring the rest of the worlds standard of living up as opposed to letting the rest of world bring our down. That is formidable. Ultimately it comes down to our ability to maintain our standard of living. Look to Wal-Mart, it's not Nieman Marcus but at any given time about 90% of the US shops there because of the low price. Specialization in all of the processes associated with distribution will also continue. FED Ex and UPS are delivery solution providers. There are other places that can store material and break pack for the manufacturers. It looks like the only hope for the distributor is to be the product specification and application expert. It is going to get easier and easier for material to flow to the user. The person that shows the market the best way to use and apply products for their benefit will survive. Sales forces that are simply order takers and material expediters will be replaced by technology. Skilled, credentialed sales people will be able to deliver real value that the market will pay for. The rapid commoditization and the fact that many manufacturers are not really producing but rather going offshore to have it made cheaper in China(or wherever)makes me think that branding may become less and less relevant in the future. Dell computer used to be thought of as a knock off IBM because they did not build the components but rather just assembled them. Today they have perfected sourcing, assembling and getting paid early and are the world leader. Maybe distribution can learn from that. A two tiered approach to the market,1. Product application skill and expertise and 2. Sourcing and settlement speed. Oh well probably said more than a mouthful but just thinking about it got me on a roll.
As a distributor of Wire and Cable, some of our vendors, don't even have sales people in the territories that we cover, they rely on us to provide the sales and marketing of their product without any compensation to us. Or even worse they don't compensate their reprensatiatives in the territories we ship into, only the reps calling on corporate are compensated. Therefore we wind up competing with the vendor on the same piece of business.
Hello Neil We are truly caught in an expense model, that is very difficult to produce acceptable net profits. By kidding ourselves that we are covering our expenses of making a sale, especially to an industrial, we are just passing by opportunity to produce needed profits. Selling services and product are the only way to survive...especially on supply contracts. It scares me that Stanion Wholesale Electric in not further along the path of charging for services. I suppose we, like other distributors are frightened we will loose business and customers if we dare charge for services. That said, if we don't, well loosing some sales will be the least of our worries. I don't think we use to have such disparity between the needs of one customer and another. We now have customers that only want and will pay for replenishment of shelf stock with no other required services. We also have those customers that require a huge amount of resources and services. I have just begun, April of 2002, requiring sales folks to, weekly, report on value added service supplied to our customers. It is just unreal how expensive it is to do business today, while charging only for the products we have sold. I am afraid other industries would tell us we are not very good business people. Both you and David have a great Christmas and New Year Season Dan Casey Company Sales Manager Stanion Wholesale Electric
Our competitors and suppliers are not our worst enemies -- we are. While I absolutely believe that we need to charge fees for certain value-added services, I also feel we are primarily to blame for not having enough spread between GM and expenses. By trying to be all things to all people, we often over-deliver services to customers who do not deserve it while failing to focus enough attention on our most valued customers. By not doing enough activity-based costing of our operations, we pass up low margin orders that may be profitable while taking higher margin orders that are not. These two areas alone have a huge impact on our net incomes, and they are both under our control. Conclusion: Our model is not obsolete, but many of our business methods are. Mike Fromm
DID SOME DISTRIBUTOR ORGANIZATION REALLY HAVE A PLAN & ADDRESS THE "BUYERS" ON WHAT THIS MEANS TO THEM ?
This is an evolutionary process that neither the distributor,nor the customer, nor the manufacturer are prepared or understand the implications of these changes. The only thing that I know is this change is inevitable.
The problem with the answer on item 2 is we still do not trust the mfg'r to be fair in dealing with the dist'r. The answer may be limited distributors by mfg'r and set fees for dist'r to inventory, pack , ship provide customer services, etc. Distributors will have to become experts in providing the required customer services. Today I believe that only about 1 in 10 provides quality, customer service to all its customers and when their is multiple dist'r locations not all of them provide the same level of service.
Selling at cost will make the large companies larger and the small independent distributor extinct. The big boys earn deeper discounts because of shear overall volume, not because they do a better job distributing the product. The small regional distributor does have large distributor will always have a distinct advantage if cost is charged and a service mak-up is added. There is a point of economies of scale that the large distributors have. They can also hire less skilled labor because they don't have to be as knowledgable as the small independent employee because they have access to almost every product manufactured in their area of specialty. I'm in the bearing, power transmission, and fluid power distribution business. I've hired employees who once worked for large distributors(i.e. Motion Industries, Applied, Kaman) and very rarely do they live up to their portrayed past success when working in our environment. We have to truly be knowledgable and excell in salesmanship in order to out duel the big guy. If you use your example of selling at cost the chance of a small distributor surviving diminishes. Rick Call
I prefer a method called Gross Margin Profiling that uses Activity Based Costing as its foundation.
Before a customer will pay for "value" they need to understand what values are being offered. We have done, as an industry, a crappy job of this. Everything that has been done has been given as part of the markup. Now the competitive pressures are mounting and the markup's are small and unable to support the business. We must get serious about training people to show customers the values and appreciate them enough to pay for them. This will be a long road. Another issue that is going against this is the Free Markets approach to business. I am not anti e business but these forms of auctions have driven our products into a deeper commodity hole than ever. Alot of value creation work has gone down the tank due to Free Markets.
I FIND THAT MOST DISTRIBUTORS TREAT THEIR PRODUCTS HAS HAVING NO VALUE AND THEREFORE SELL ON PRICE ONLY. END USERS PLACE VALUE THE THE PRODUCTS THEY BUY BASED ON HOW DISTRIBUTORS PRICE THEM. I AM IN THE DISTRIBUTION OF SPECIALTY CONSTRUCTION PRODUCTS. THE PRODUCTS I SUPPLY ARE GENERALLY SMALL IN COSTS TO THE OVERALL PROJECT COSTS BUT YET A NECESSITY IN THE COMPLETION OF A PROJECT. A $5000 ORDER ON A MULTIMILLION PROJECT IS NOT GOING TO MAKE OR BREAK THE JOB. WE STRESS PRODUCT AVAILABILITY, PRODUCT EXPERTISE, & JUST IN TIME DELIVERY, & FAIR PRICING. THIS PROVIDES VALUE TO THE CONTRACTOR, YET I SEE TOO MANY OTHER DISTRIBUTORS TRY TO DO THIS ON PRICE ONLY AND THEREFORE HAVE NO VALUE TO WHAT THEY PROVIDE OR DO.
Why do customers buy from distributors? You might ask "Why do customers buy airline tickets?". Your proposition reminds me of America West's recent foray into fee-based meals? Does the future of air travel include fee-based bathroom privileges or a further cost break out for seat assignment? As a customer I hope not. Levels of customer service can be fee-based if there is real value to the customer (similar to the way credit card companies are packaging their Gold/ Platinum/ Diamond services). But the advantage of disassembling core distributor services into product/service groups is questionable. Breaking out services actually introduces additional complexities and costs. Do customers want a more complicated model? Can distributors bear even more expense? The best tack is to determine how we can make our customers more successful by adding services (DMI, value-added knowledge bases, technical specialties).
Pricing mechanisms/models are less of an issue than the ability of the distributor to effectively differentiate what the services / value is that they provide to their customers. The value must be explicitly communicated and understood by the customer. In the end, the distributor's customer must be conscious of the fact the distributor is providing value added service and feels the price he is paying is a fair deal. The key to making the customer conscious is the distributor's understanding of their customer's business model and being able to place their services in that context.
You can maintain margins if you provide great service. Smarter customers are learning that the lowest price isn't necessarily the best value. We have to continually remind them of this, but it is possible.
Too many distributor branches are not measured as profit centres. To go further each order that is placed isn’t viewed as to whether it is profitable individually. There are too many orders out there at let say 30% GMP that are net dollar losers, yet people are patted on the back for a job well done. With JIT being implemented at all of our customers, individual orders are smaller and smaller and as a result the cost per order (i.e. freight, handling etc) is a higher proportion of the cost. In general we allow customers to split packaging to order 25 ½” locknuts to make what?. It is time that we act like wholesalers!
With supply so far exceeding demand and product commoditization taking place at an accelerated pace, fee for service mixed with markup based pricing makes all kinds of sense. If only our dumbest competitors would buy in.
Ultimately the indsutrial distribution industry is going to look like consumer products. In just about every segment of consumer products one or two key manufacturers have figured our a way to follow Dell COmputers Direc selling model. This mean that Industrial suppliers will have to look like Wal-Mart and supply evrything a customer might need right there right now at a very competitive price. Only the biggest distributor(s) will be able to accomplish this. Just like in retail, the samll "Mom & Pop" ditributor is a thing of the past. The margins will be extemely low and only a massive amount of volume will make the equation work.
Distributors must add value to the sales and disctrinution process beyond breaking bulk, holding iventory and taking orders. They must provide added vlaue through services based upon specific areas of experience and expertise. This will also secure the relationships with the customer which helps to prevent disintermediation by the manufacturer.
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