By Dr. Barry Lawrence, Texas A&M University
and Dr. Malini Natarajarathinam, Texas A&M University
Well, the indicators are turning green. Experts say we’ll look back on July and August as the beginning of the recovery. Still doesn’t feel like it though. One distributor related a familiar story about how his suppliers and customers are coming together to paint a rosy picture. Competitors have folded up, and customers are seeing new orders. Suppliers are making deals for consignment inventories and transferring new territories to the distributor as well. The problem is banks are about to call their notes, and they may not make it through the month much less capitalize on the opportunities.
Even those strong enough to weather the remaining few months of the storm face challenges. Competitors have been beaten down; customers are anxious to get back into the game, but few have money for even the basics. Consumers have to clear higher hurdles to get mortgages, and contractors are having a difficult time borrowing money to start jobs even when homeowners have the mortgage. Consumers are cutting corners and tucking money away so all the old rules about who has money and who is spending are out. Still, as one distributor put it, one thing is clear: Increasing sales is the order of the day.
The new NAW Institute for Distribution Excellence book, Optimizing Distributor Profitability: Best Practices to a Stronger Bottom Line (available at http://www.naw.org/optimizdistprof), details best practices, their implementation, and return-on-investment (ROI). These practices are valid in any economy, but the significance of one best practice versus another may change under different market conditions. Each month in this blog, we will introduce a best practice and how it can improve earnings and/or ROI under current economic conditions. We encourage readers to ask questions, debate results, and offer their own experiences with such practices so that we may further the knowledge of the community and the understanding of the science of distribution.The book breaks business processes into seven groups based on various distributor asset categories. The 7S process group includes SOURCE, STOCK, STORE, SELL, SHIP, SUPPLY CHAIN PLANNING, and SUPPORT SERVICES as seen in Exhibit 1. This month, we focus on the SELL group. The SELL group has eleven processes and we’ll discuss customer stratification here.
Best Practice: Customer Stratification
Customer stratification may sound like an odd idea in a climate where any paying customer is a good customer. Still, the sales force has two issues to deal with: First, who do I call on that has a chance of giving me an order and paying for it? Second, who should I be calling on, and how do I secure relationships that will still be worthwhile when the economy takes off?
Customer stratification answers these questions and many other, perhaps more important, ones. Customer stratification measures how much business a customer does with us (sales), how profitable they are in gross margins, how loyal they are, and how costly they are to serve (to protect net margins). Each of these dimensions has a bearing on the sales force’s questions.
Customer stratification techniques are gaining popularity, but they often are not applied correctly. The practice levels for customer stratification are as follows:
COMMON practice: 1) No defined customer stratification (2) Customer groups based on market type or product line (3) Top customers based on revenue
GOOD practice: Based on a single factor (1) Volume [sales $] based (2) Gross margin (3) Business potential
Volume (sales) is critical to achieve economies of scale. The fact that gross margin customers are willing to pay in down times says a great deal about what they’ll do in up markets. Beggars can’t be choosers, but given the choice of calling on high- margin versus low-margin customers is a no-brainer.
BEST practice: Based on multiple factors (1) Cost to serve, customer loyalty, business potential, profitability, and relationship (2) Combination method
Loyalty is important since replacing customers and chasing customers who come and go is expensive. Finally, cost-to-serve will overwhelm the gross margin if the customer drives services through the roof. In a down market, the sales force may give away services easily just to capture short-term sales. There are long-term consequences for these decisions.
Customer stratification can be used in conjunction with other best practices. Pricing is an obvious one. Sales force redeployment is another. Pricing decisions include many factors but essentially they start with the customer and the nature of the relationship. Sales force redeployment determines not only which customers the sales force will call on, but how much time they will spend with each and the nature of that discussion.
Pricing
One distributor set up a pricing methodology to increase its margins. A key part of the strategy was customer stratification. When quoting, the salesperson would open a screen that gave a recommended price based on customer stratification, item stratification, unit cost, previous margins, and customer-item visibility. The last four items came from the system’s data and were undeniable. The key issue was the customer’s status.
The distributor’s screen listed the customers according to the stratification as Core, Opportunistic, Service Drain, and Marginal. These terms come from Pricing Optimization research at Texas A&M University (see Optimizing Distributor Profitability at http://www.naw.org/optimizdistprof for a complete description of the Customer Stratification technique and how to implement it). The customer stratification model is shown in Exhibit 2. The distributor chose a different set of names for its application.
The salesperson would open the screen, see the recommended price, and then examine the customer’s status. Even though the system had already factored in the customer stratification, the sales force needed the additional comfort of knowing that core customers were properly identified. The strategy worked like this: If the salesperson was planning to ask for a 22% margin and the system came back with a 28% margin recommendation, maybe the salesperson would split the difference. In a pricing environment, a 1% increase in gross margin can easily mean a 20% increase in net margin.
The process worked better than expected with gross margins growing by more than 6 points (6% or going from 22% to 28% gross margin in our example). The key component was and is the customer stratification. The salesperson split the difference on the low side in the beginning but, as they gained confidence, moved closer and closer to the system’s recommendation.
Sales Force Redeployment
The sales force makes a sincere effort to call on the right customers and spend the right amount of time with those customers. Still, the salesperson may or may not understand whether the customer is in fact a Core customer or an opportunistic one worthy of pursuing. Without the right analysis, the sales force makes decisions about who to spend time with and give services to based on their perspective of the customer relationship. Sometimes they’re right, but often they give away services to Service Drain customers or discounts to Marginal customers thinking they are, in fact, Core or Opportunistic customers. Exhibit 3 describes the link between customer stratification and shareholder value.
A powerful example of working with Core customers comes from an oil field services firm. The sales representative worked with the operations manager for the customer on taking control of the warehouse. Up to that point, the distributor was the largest but not the only supplier for the operation. The operations manager had instituted a significant measurement system and was disappointed with the performance of the warehouse.
Contractors working for the customer ordered far more material than they needed since they did not trust the warehouse to have the material on time. The result was excessive, obsolete materials when the contractors did not use everything they ordered. The warehouse was awash in inventory.
The distributor’s sales rep worked up a strategy based on the customer’s measurements (which were driven by return-on-net-assets or RONA). He got the customer to agree to share improvement in RONA in exchange for the distributor managing the warehouse. The sales rep then worked closely with the contractors to build confidence, disperse the dead inventory through their own network, and improve picking and tracking procedures.
Since the distributor’s network was far larger than the customer’s, the distributor was able to reduce a significant amount of inventory through redeployment. By winning the contractor’s confidence, the distributor was able to significantly reduce excess orders. Finally, through demonstrating value add directly in RONA, the distributor won a larger portion of the customer’s business at that location and rolled the program out worldwide for an even greater gain.
The distributor did not take ownership of the inventory. The investment came in the form of the sales rep’s time to set up and run such a program and additional human resources in onsite management. The decision to redeploy these resources was made rationally based upon the customer’s status (Core). The additional services were directly compensated for through the RONA split. If additional resources are not compensated for, the distributor’s cost-to-serve rises without higher compensation and turns the customer into a Service Drain.
Only Scratching the Service
These examples only start to demonstrate the benefits of customer stratification. Future blogs will explore blending it with other best practices as well.
Relationships are crucial in the efficiency and effectiveness of the supply chain; they can make or break a company when it comes to market share, profitability, customer service and many other areas. Wherever you are located in the supply chain, relationships, both with the customer, supplier and internal within your company, are key to “making it out alive” in an uncertain economy.
ReplyDeleteA company can produce a competitive advantage by delivering real business value resulting from the elementary foundation of a true relationship with its customer. Ed Edme made the point in the article titled “Are your business relationships strong enough to survive in hard times?" that it is not necessarily the product or the price that the company is attempting to sell, but the interpersonal connection that will develop the productive business alignment that becomes the pivotal and most reliable resource for the company with respect to maintaining and growing its market share, even in an unstable and unpredictable economy. As companies began and continue to feel the crisis crunch, it is prudent that they re-evaluate each relationship individually and position the company for growth when the economy improves, in other words, come out of this “era” with greater market share than you started with.
The first thought that enters when business slows and money tightens is to reduce costs to weather the short term effects. Dr. Olga Raskina proposed the following question in the article "Optimizing Supplier Relationships While Reducing Costs"; if companies cut their resources dedicated to customer service, are they not essentially creating the opportunity for cascading harmful effects across their customer base than they would face in the absence of the “quick fix” they believe they are achieving?
A slowing economy presents the perfect time for management and sales to sit down and separate all customers into Core, Opportunistic, Marginal or Service Drain. The sales force should make sure to direct more attention to the first two, and redirecting sales efforts towards to latter two to simpler, less time-consuming activities. The sales force should understand the business plan and direct their activities to capture sales that can be most profitably supported. As Dr. Lawrence put it in an article titled “Making the Most Customer Relationships” that was published within Industrial Distribution magazine, “Relationships are managed through the sales force, which looks to operations and suppliers to meet the market’s needs. If the sales force does not manage relationships toward profitability, firms will find it difficult to get by”.
Some challenges that many businesses face during uncertain economic times include having to contemplate making a reduction of staff, decrease inventory mix and cut budgets. If any of the aforementioned takes place the customer and the relationship that the two entities hold is likely to be damaged. From the role of sales standpoint, positive relationships are crucial. However, having a strong relationship does not mean you are guaranteed to get the sale. Many other factors come into play including product/service availability, terms, quality assurance, and support oh and of course COST (especially during tough economic times). Throughout these tough times that we find ourselves in, successful businesses will show how they differentiate themselves from their competition and bring value-added benefits to the customer in order to create a competitive advantage.
ReplyDeleteFirms have different solutions during these times of uncertain economies; businesses have to form strategic alliances/partnerships with customers that satisfy many different criteria. I am not of the opinion that a business should simply qualify a good customer as one that wants to buy and able pay for said orders. Businesses need to look at what loyalties do these customers have to your company and at what margin will we both be able to make on the sale of “our products”. When a company looks at not just their own margin but what their customers stand to profit on the resale of those products/services a true partnership is formed.
For the period of these tough economic times, often times, firms think of scaling back spending on customers and prospects. Conversely, I would argue that this is one of the best times to allocate those assets to expenditures like that. Businesses do need to find a balance in where and how they use those funds, however. The key is not spending money for the sake of spending, but qualifying those customers that you give you the most bang for your buck. CRM + Smart Business Decisions = Superior ROI.
Become an innovative company. Be flexible, creative and opportunistic. Think of new ways to bring value added benefits to your customers and prospective customers. As indicated by an article titled Olympic Agency Stays Innovative During Tough Economic Times (Caribbean Business) Customize offerings to meet your customer’s needs (within the financial feasibility of the firm). By becoming more flexible you learn more about your customers’ needs and wants. The secret now is to be able to facilitate those when and where they are needed
Form Business partnerships with your customers, and dissolve those relationships that are not mutually beneficial. Dr. Barry Lawrence of Texas A&M University rights on the NAW website that: “Properly executed inventory stratification will ensure shareholder value and direct all purchasing decisions towards the firm’s financial strategy. An example purchasing scheme might be to carry “A” items with a solid safety stock, carry “B” items with a limited safety stock, “C” items with no safety stock, and eliminate “D” items.
In Yvonne Carter’s article titled Know your Customers Better she points out that one should talk to your customers and take their opinions seriously. Form formal Customer Advisory Board or create an informal board by simply taking your customer out to lunch and listen to them, don’t talk. Find out what challenges they face and how you can improve your business.
At the end of the day what the business wants to accomplish is increasing their ROI. Dr. Robert S. Doran and Calculus professor of mine once told me “Sales is simple; focus on making all of your customers successful and you will be nothing short of successful.”
Another good article. As I mentioned in your inventory article, I think our company has it together on ROI performance tracking. We price customers and call on them based on a matrix and target account list. However, you brought up an interesting dilemma. Should sales offer value added services to all customers, regardless of the identified customer matrix? Our company has spent a lot of money promoting VA services to one up our competition. Electronic invoicing, project management tracking reports etc., but it seems we should take some of these services away from the price only purchasers. Should we deprive the Service Drain and Marginal Customers of our VA service if the customer has made a conscious decision to buy on price only? We want the customer to know where they are in the Stratification model so they will want to be the at the top (Core or Opportunistic). I am thinking of approaching some of our Marginal Customers and conveying to them that based on loyalty, volume, DSOs and excessive returns, we can no longer offer our VA services. The reaction will likely be controversial and this is a gamble as we may hurt some pride. We hope the end result will be a better customer and they will remember that great service can save them money.
ReplyDeleteIn our current economy, maintaining customer relationships is an important way for companies to position themselves for success. Finding a standardized method to achieve this goal is paramount. By identifying key customers, your sales team can dedicate the company’s resources in the most productive and lucrative manner possible.
ReplyDeleteCompany’s urgency to cut spending without looking to the future may produce results in the short run, but leave the firm unable to capitalize on the economic upturn. This can cause a loss in market share that may never be recovered. Tom Reilly wrote in the article titled “Distributors know: A recession is a terrible thing to waste.” that “In separate, two-decade studies of top U.S. industrial companies, McKinsey and Co. and Bain and Co. found that successful players pressed their advantage and placed counterintuitive bets that proved to be transformational to their organizations. They gained as others lost. They pressed forward with mergers and acquisitions and invested cash reserves in R&D, training and marketing. “
Utilizing your core customers to establish an advisory board will maintain an invaluable communication channel. Aligning your treasured customers during this bleak economic time will help give insight toward the ensuing economic upturn. Providing “regular state of the business” webinars and utilizing video conferencing are cost effective means to reduce costs and continue maintaining/ building customer relationships.
Identifying your customer base as Core, Opportunistic, Service Drain and Marginal is key to weathering any economic downturn and can be very advantageous in targeting new customers when the upturn occurs. While measuring sales, gross margins, loyalty and net margins for every customer seems like a daunting task, the potential profit on the balance sheet will make the endeavor all the more rewarding. Utilizing customer stratification results throughout your organization will keep your organization lean. Dr. Barry Lawrence and Dr. Malini Natarajarathinim from Texas A&M University wrote on the NAW website: ” This can also allow firms to dedicate strategic resources to customers that will sustain and build the business in any economy.”
The current state of the American economy has certainly put the freeze on any corporate spendthrifts and made CEOs, salesman and all other businessmen reassess their client base. Who are the service drain clients? What clients are established with the right profit margins? Which client is the easiest to maintain with the most ability for future revenue growth?
ReplyDeleteThe most important of issues is whether or not a company will be profitable. Without sustained profitability, a company’s coffers (if they exist) will drain and even the biggest of the corporation’s decision makers will find themselves on Monster.com.
Companies need to prioritize to ensure that their existing revenue streams will continue to exist. After that: secure your valued staff, target new business via educated studies (stratification), budget to gain and service new clients while finally continuously maintaining a vision for growth with an eye on the competition.
As stated, the order of the day is securing your existing client base. Even a service drain client can be more affordable to maintain than finding a new client. “On the average it is approximately six times more expensive to develop a new customer than it is to keep a customer,” states Ronald H. Ballou. (1) That fact alone helps one prioritize to make sure his existing client base is the key to maintaining a livelihood through a tough economy.
What is the best way to maintain that existing client base? Ensure the folks who know your client base stay with the organization. Do not give your competition the opportunity to poach your key personnel because the business can go with them. Your key personnel know your pricing, what makes the customer happy and their intricacies.
Next, push your sales force for a new business plans that supports lower overhead while working to gain market share. Stratify and prioritize possible clients. Who needs your product, but they just don’t know it? Who has a strong credit base that you know will pay? Pursue the reliable dollar with a lower margin in order to the weather the storm instead of always trying to hit the home run. (Also, realize that those clients with whom you established lower margins will come looking for a cost reduction even when times get better.)
Finally, monitor technology and processes in order to gain efficiencies. What is that latest gadget or software that provides a fast turn time? What internet based software provides the client with a better view or your value-added benefits and their next on-time delivery coming from your outstanding organization? Push your staff for cost reductions while providing them with a sense of ownership and urgency. These are tough times and they may only get tougher.
Ensure your organization is profitable. Ensure the client base you have will continue to be there tomorrow. Ensure that your staff understands the situation and appreciates how your company can make it through with the right achievable goals.
1. Ballou, Ronald H. Business Logistics/Supply Chain Management. Canada, Pearson Prentice Hall, 2004.
The statement here that Nathan made of "Think of new ways to bring value added benefits to your customers and prospective customers" could not be more true for our suppliers. Our carton supplier has been in our VMI program for a little over 4 years. The carton supplier had a CSR accessing our system from the Dallas area, who would then transmit the data to a CSR in North Carolina, who would enter the orders for our carton requirements (qty and delivery.) With the economy the way it is, they reassigned the Dallas CSR and had the NC CSR trained by the Dallas CSR. The NC CSR is handling our acct exclusively and we have not missed a beat. The NC CSR is on-site at the converting plant and is able to get us answers to questions and requests very quickly. This in an example of a supplier becoming more efficient to add value to our account.
ReplyDeleteWe have long term relationships with our printed component suppliers and are very aware of each of their financial standings, which is critical given the past, current, and future economic climate. One of our long term suppliers had a very difficult first half of 2009, where cash flow and overall solvency was a major issue. To ensure that our supply was uninterrupted and prevent an impact to our customers, we kept our corporate packaging folks in tune to the current situation to prepare a rapid transition to our secondary, qualified supplier for this printed component should our primary supplier close its doors. Basically, we were warming up the bullpen if the starting pitcher had to leave the game. Fortunately, our primary supplier that was in grave financial trouble was able to turn their business around through cost cutting measures and other avenues, all while able to meet our requirements. Just a few months later, they have reached their revised production capacity(lower due to staffing reductions), but considering that we are a Core Customer, we get preferential order treatment.
This supplier understands that we are a loyal customer and partner, and have a long term relationship with them (hence we are an example of Best Practice in Customer Stratification), so we as a customer get our orders when requested without additional leadtime or reduced quantities, and at the same budgeted price we agreed to a year ago. Service level has not taken a hit and our customers have not seen any negative impact.
This article addresses many issues that our company is facing currently.
ReplyDeleteI agree with Krystal’s point that if “companies cut their resources dedicated to customer service, are they not essentially creating the opportunity for cascading harmful effects.” Unfortunately, in the current economic climate, these cost saving measures may be unavoidable.
This is where customer stratification comes in. By analyzing your customer base, and assigning those customers as Core, Opportunistic, Marginal or Service Drain, management can determine the best way to allocate resources in an effort to maintain/grow sales while reducing cost at the same time.
At the beginning of 2009, our company asked the outside sales staff to reduce cost by cutting their entertainment budget, travel budget, etc. This forced the sales people to use the customer stratification tools we had in place to prioritize their accounts and work more efficiently. Basically, we required our salespeople to work smarter. This allowed us to reduce expenses while maintaining the current size of our sales force.
Analyzing accounts using customer stratification techniques allows management to deploy sales resources in accounts where they will have the greatest impact and avoid the problems that result when “the sales force makes decisions on who to spend time with and give services to based on their perspective of the customer relationship. Sometimes they’re right, but often they give away services to Service Drain customers or discounts to Marginal customers thinking they are, in fact, Core or Opportunistic customers.”
Many of our competitors were forced to reduce sales staff, resulting in less face time in front of customers. As a result, we have noticed gains in market share for certain product lines and are in an advantageous position for an economic rebound.
Back to Krystal’s point, I agree that the last expenses you want to cut are those related to Sales and Marketing, but if there is no other choice, customer stratification should allow a company to do so in a way that does not sacrifice sales.
During healthy economic times, I think it is easier to deal with customers classified as service-drains. It isn’t until business slows down that problems with these accounts become apparent. One major problem is that companies fail to adequately identify these customers until it is too late.
By identifying these service drain accounts, pricing structures can be modified, operations can be adjusted to account for the resources spent on these customers to ensure that they remain profitable accounts. Once an adequate system is in place, it can become easier handling these customers. One thing I have learned it that these types of customers do not change very often and will continue to put downward pressure on prices and expect to be treated with the highest level of service. But by identifying them early, even during healthy economic times, it can be easier to not ignore these customers.
A very good point was made in regards to many companies choosing to cut their resources dedicated to customer relations during trying economic times. A side effect of an uncertain economy is for management to cut their nose off to spite their face when it comes to cutting costs instead of focus on pricing structures.
ReplyDeleteThis is well evidenced by the recent downfall and bankruptcy of Circuit City. John I. Todor, Ph.D., managing partner of the consulting firm The Whetstone Edge, LLC, points out two of the major reasons for Circuit City’s downfall. The first is that “Circuit City made a cost-cutting blunder a while back by firing more expensive and experienced employees and replacing them with lower paid people.” (1) The second is that Best Buy used “customer scenario planning in an effort to customize the shopping experience to key customer groups. Circuit City has focused on discounting and cost-cutting.” (1)
While Circuit City will mostly blame the struggling economy as reason for demise, “Best Buy figured out that customers want value and value is not just the lowest price. Customers want to deal with businesses that help them.” (1) Best Buy continues its dominance in the consumer electronics market by continuing to invest in customer service programs and specialized staff (IE. Geek Squad) as well as offering competitive pricing and an easy online ordering user interface.
Cost cutting may be a necessary evil in certain industries during uncertain economic times but making kneejerk decisions on cutting out resources dedicated to CRM may be detrimental to any company.
1. Todor, Dr. John I. “Why Circuit City Is Bankrupt and Best Buy Thrives.” Customer Think. 12 November 2008. Web. 1 Sept. 2009. Websource was not allowed to post.
Strategic relationships are essential to remain competitive. In these times, it is essential to review customer relationships in order to identify those which can be considered true strategic relationships. It is important for distributors to re-evaluate their objectives and achievements in regards to their relationships in order to receive the maximum benefit. A failure to consistently evaluate relationships with suppliers and customers may result in the mis-allocation of resources. Evaluating relationships will also assist in identifying those which are at risk in order to determine a course of action to maintain these relationships.
ReplyDeleteAs Krystal mentions, in times such as these, the natural reaction is to take a defensive stance and minimize operational expenditures while implementing cost saving measures. These cost saving measures can, many times, have a negative impact. A reduction in staff, inventory, and prices can result delays, stock outs, and order errors. These reductions can seriously deteriorate customer relations as delays and slower response times can seriously impact customer performance. Other distributors will resort to cutting prices in order to maintain or gain business. This is not an answer as "Revenue without profit is a worse fate than no revenue at all." (1) It is essential for distributors to think out of the box in order to identify potential opportunities with customers. Identifying issues and solutions that will solidify these relationships while creating the potential for future business is the key.
References:
1. RFID Solutions Online, 2009. Distributors gain market share by going on the offensive - even in a down economy. Apex Industrial Technologies. Retrieved Friday, September 4, 2009 from: http://www.rfidsolutionsonline.com/download.mvc/Retrieve/Gain-Market-Share-By-Going-On-The-Offensive-0001/FBB8438102B246DBA2CCF5F18D5033A4
Surviving in this trying economic time is difficult for most companies. Krystal's point that relationships "can make or break a company" is true. Relationships are critical in business today. The expense of chasing new customers and replacing existing customers is costly; therefore, the importance of customer loyalty is important. (1) My company is focusing on supplying our customers product in a market where it is often difficult to forecast sales accurately. With our plant and our customer's plants functioning at low inventories, there have been difficulties in responding to sudden unexpected surges in sales. Our company is currently focusing on our key customers to better understand their market and their product needs. This planning and constant customer communication has helped my company foresee a recent increase in demand in our customer's market. The ability to respond quickly to our customer needs has helped fulfill our customer requirements; thus, our customer relationships are much stronger and more productive. This stronger customer relationship has helped my company increase their market share while maintaining a reasonable profit margin. As my company has demonstrated, the evolution to a strong distributor alliance can help manufactures better understand the market by demanding direct unfiltered end user information; the result is better planning. (2)
ReplyDelete1. Lawrence, Dr. Barry F., and Malini Natarajarathinam. Managing in an Uncertain Economy. Weblog post. NAW Institute. Web. 28 Aug. 2009.
2. F. Barry Lawrence, Daniel F. Jennnings, and Brian E. Reynolds; eDistribution; Southwestern, 2003, Pg. 24
Surviving in this trying economic time is difficult for most companies. Krystal’s point that relationships “can make or break a company” is true. Relationships are critical in business today. The expense of chasing new customers and replacing existing customers is costly; therefore, the importance of customer loyalty is important. (1) My company is focusing on supplying our customers product in a market where it is often difficult to forecast sales accurately. With our plant and our customer’s plants functioning at low inventories, there have been difficulties in responding to sudden unexpected surges in sales. Our company is currently focusing on our key customers to better understand their market and their product needs. This planning and constant customer communication has helped my company foresee a recent increase in demand in our customer’s market. The ability to respond quickly to our customer needs has helped fulfill our customer requirements; thus, our customer relationships are much stronger and more productive. This stronger customer relationship has helped my company increase their market share while maintaining a reasonable profit margin. As my company has demonstrated, the evolution to a strong distributor alliance can help manufactures better understand the market by demanding direct unfiltered end user information; the result is better planning. (2)
ReplyDelete1. Lawrence, Dr. Barry F., and Malini Natarajarathinam. "Managing in an Uncertain Economy." Weblog post. NAW Institute. Web. 28 Aug. 2009.
2. F. Barry Lawrence, Daniel F. Jennnings, and Brian E. Reynolds; eDistribution; Southwestern, 2003, Pg. 24
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