Catfish are native to North America. Since you may know, catfish are bottom feeders with slick, shiny skin and no scales, often called “Mr. Whiskers.” They prey on algae and prefer “dead stinky bait” as opposed to better, live alternatives. They feed at night and may be predators. The majority are sleek and quick, however many have now been proven to grow over 50 pounds. Catfish called Bull Heads are even more of a scavenger and prey on decaying organic matter. Bull Heads are not the fighters that Channel Catfish are and become a simpler catch.
Some manufacturers may think of their distributors in exactly the same vernacular. They may believe distributors are slick, quick, and desperate to prey on the almighty dollar. They say distributors “bottom-feed” on rebates, discounts and special promotions, preferring lowered prices (i.e., dead stinky bait) as opposed to the effort of selling value. Manufacturers believe some distributors have cultivated large and lazy, demonstrating the “Cadillac and Boat” syndrome. “I’ve all I want, a Cadillac and my bass boat, so why break my neck trying to recapture even more market share?”
After spending a lot more than 35 years in the distribution business, I must admit that I’ve run into a couple of distributors who fit that description. But they’re the exception, not the rule. Most distributors work very difficult, and are honest and loyal for their manufacturer. They recognize that they are only as good as the support they receive from their manufacturer. But additionally they recognize the reciprocal nature of the relationship. In other words, the more support that distributors give manufacturers through investments in market share growth, then the more support they’ll receive from the manufacturer.
Distributors provide tremendous value. Most manufacturers understand this and will openly admit it, while some achieve this begrudgingly. Manufacturers who truly operate in a partnership relationship not just acknowledge the distribution value, nevertheless they seek to leverage that value at every opportunity. What value does distribution provide? The worth can differ by industry and product, but it includes some if not all the following:
Some manufacturers don’t acknowledge this value openly and live in a “Love-Hate” relationship making use of their distributors. They can’t live with ’em and they can’t live without ’em. Of course it’s true that the few distributors deserve this negative opinion. You can find those people who have made fortunes since they had products with exceptional brand equity in exclusive or selective territories that required only answering the device to have rich. Several of those distributors have failed to reinvest inside their business, putting personal needs in front of business needs. Proper the end of the merchandise life cycle nears and innovative distribution is required for new service introduction and support, the commitment, desire and competence on the distributor level is usually lacking. These circumstances just fuel the fire of manufacturers’ low opinion of distribution. Fortunately we believe these scenarios make up just a small minority, so we have to work to improve any negative generalizations.
We must recognize that there surely is a different business mindset between the distributor and the manufacturer. By understanding both perspectives better, each party can work toward an improved partnership relationship. Producer prefers to have a contract with point-of-sales information. Their contract would state, you is going to do “this,” and in the event that you don’t, “these” are the effects, and incidentally, our deal may be cancelled with a thirty-day notice. On another hand, the distributor prefers a partnership covenant that says should you “this,” we is going to do “that,” and together we shall grow market share.
Naively, throughout a lot of my distribution career, I thought that I was a customer of the manufacturer. I bought their product and resold it. I didn’t comprehend the idea of not being their customer until 1998. I was 8 weeks on the job as COO of a $400 million distributor. The very first time I met our major supplier, a company of pumps, it absolutely was at a cocktail party. I was conversing with their Vice President of sales. I’d done my homework and knew our company was on the top ten account list as we had purchased over $45 million dollars of product from them the year before. I made an opinion to the Vice President about our company taking pride in being one of their top ten customers. I expected at the least a laugh, kudos, or simply a grateful nod. He viewed me in disbelief and with an extremely firm, arrogant voice said, “Rick, you’re not a customer-you are a distributor!”
At the time I was offended by his attitude but have since come to realize that in the eyes of the manufacturer, distributors are not customers. They are just a link in the supply chain. Ideally, they’re channel partners. Manufacturers have huge capital demands to cover high fixed costs. Their call to continually increase market share is important, yet distributors sometimes get frustrated with the volume-driven needs of the manufacturers.
Increasingly, manufacturers have little choice but to explore all opportunities to recapture market share, and distributors may become only one vehicle in the 총판구인구직 supply chain. Many manufacturers even look for the ability to service some major customers direct. Transactional the web sites on the Internet are playing an ever-increasing role in the supply chain. Include manufacturers’ reps, integrators and catalog houses, and you begin to comprehend the confusion and noise that will exist because of the numerous channels. This will and often does frustrate distributors. They rely on themselves and prefer market exclusivity – a phenomenon that’s dying off generally in most industries.
What keeps the Distributor up at night?
Distributor rationalization is now a hot topic in several manufacturer executive staff meetings across North America. Most manufacturers believe they have way too many distributors. Mass retail complicates this situation and coping with the service demands of the big box retailers continues to be a major headache for the manufacturer. If a company sat down today and designed his distribution model from scratch, chances are very high that few would retain their existing channel structure. Distributors know this and often feel threatened by it.
However, just like profit covers many sins, performance covers most frustrations. Manufacturers like big purchase orders, increased sales and market share growth. Distributors like exclusivity, rebates, co-op funding, technical support and innovative, creative manufacturing partners. When both partners get what they want, it’s a match manufactured in heaven, and matches like this do exist. However, many more require constant nurturing. Both partners need to work at it.
Distributors and manufacturers often disagree on what’s vital that you the customer. Distributors believe the manufacturer is going of touch and the manufacturer believes the distributor isn’t providing adequate coverage and developing market intelligence. Manufacturers believe the intelligence that distribution does gather is highly biased.
Manufacturers observe that channel rationalization can be a good thing for his or her long-term relationships with distributors who’re ready to be true partners and operate within the bounds of what is wonderful for both. A garden can’t flourish without pulling the weeds. The secret is always to catch the “catfish” in the rationalization process, as opposed to the productive distributor partner.