Webinar: State of Analytics in Distribution
In this webinar, we reveal the results of our survey of distributors on how they’re using analytics now and their plans for leveraging data in the future.
In this webinar, we reveal the results of our survey of distributors on how they’re using analytics now and their plans for leveraging data in the future.
In this webinar, Jonathan Bein and Rob Kelley present technologies that dramatically shorten the time from procurement to payment while reducing errors, rework and eliminating unnecessary labor most payment operations require.
Distribution Strategy Group conducted a survey and other primary research about how distributors anticipate ongoing, rapidly changing technologies will affect them, and how and where they plan to adopt new technologies.
In this webinar our hosts discuss how and where distributors are automating the customer journey, from searching for the right product to the purchase and support after the sale.
For some companies, an annual increase of 1% in customer retention over each of the next ten years results in 20% increase in annual earnings. Retention is powerful for several reasons.
Here’s what to consider when considering what “product” means to your distribution business and your customer relationships.
Since the early 1960s, most companies have organized marketing activities into the “Marketing Mix,” or the “4 Ps”: Product, Place, Price and Promotion. Distribution Strategy Group shares how to get that mix right.
Most distributors keep busy enough just handling incoming calls, emails and, in many cases orders from their website. But how do we know if we are actually winning?
It’s probably even more important for your long-term success to take some time now to revisit why you are in business and what customers want and need most from you.
For the best customers, Distributors can devote resources to maximizing the business relationship, while for less profitable and less efficient customers, Distributors can find ways to lower cost-to-serve and increase dollars per transaction.
A surprise for many Distributors is that a lot of accounts they consider “good customers” because of the frequency or regularity of orders, the total amount of revenue they contribute or the total gross profit or gross margin percentage they seem to provide are actually costing them significantly more money than they bring in to the company.
While most distributors learned long ago to avoid managing for top-line sales revenue as a measure of results, many of today’s distribution businesses still believe that managing by gross margin is effective. In particular, sales compensation is typically rewarded based on gross margin for a particular deal.