Take bold action to meet build an efficient, seamless experience no matter the channel your customers are shopping and buying from.
Safety distributor Arbill has developed a deep set of services, including training and compliance, as well as a private-label product line to meet customers’ needs.
Read how HVAC distributor Gustave Larson has introduced and driven real value from innovative services. Andrew Larson, the long-time CEO and chairman of Gustave Larson, an HVAC distributor, joined Distribution Strategy Group to share what has worked for the company as it has transformed its sales force and built a suite of services focused on helping the customer’s customer.
In his book, The Distributor’s Fee Based Services Manifesto: Why You Need to Consider Charging for Your Services, distribution expert Frank Hurtte argues that distributors face a tough challenge. As market forces, demographics, alternative channels and the internet push against their half-century-old model of wrapping value-added services charges into product margins, distributors must change their revenue model or perish.
It is increasingly important for distributors to add value and differentiate themselves from the competition. Peter Neuberger, CEO of United Performance Metals, shared with DSG how to be intentional and disciplined about the value-added services you provide to optimize the benefit they have for your business.
This post previews some of the key findings in the first report based on our research for the National Association of Wholesaler-Distributors into how distributors can take strategic action in response to disruption. Download the report now.
In our recent State of Technology in Distribution survey, we evaluated the core technologies, platforms and products used by distributors to manage their business including sales and marketing, internal operations and financial management.
When the ROI of marketing automation isn’t what you expect, don’t retreat to a basic email package. Before you go, get honest about whether you really gave marketing automation a chance.
The scales have shifted. Buyers have evolved in the ways that they prefer to purchase. Technology, digital channels and non-stop connectivity continue to empower today’s buyers with more immediate information and many more choices than ever before. We, as marketers must change to adapt to these changes.
Few distributors try to predict customer churn. Those that do, get it wrong because of how they define churn. The problem lies in how they define a “lost customer.”