Distributors Going Green

By -

A week or so ago we reported that the National Association of Electrical Distributors (NAED) had hired a consultant to lead them into the "Green" market. There seems to be a great deal of interest in all things green. This report was listed in today's version of The Electrical Distributor Magazine on-line.

CLAMORING FOR GREEN—an April 29 Reuters report, which TedMag stumbled across only recently, noted that “building maintenance supply company W.W. Grainger says…customers are clamoring for the energy-efficient lights, high-efficient water faucets, and even waterless toilets it sells…Grainger’s sales of such products rose 20% in the first quarter from a year earlier, compared with a 7% revenue gain overall, a company spokesman said.”

I suspect that distributors in nearly every line of trade are looking for ways to put an energy saving spin onto some of their products.

Comments

Anonymous said…
Many of our distributors have added our product to their portfolio and basically started a separate division of energy saving products.

Proven technology such as ours at www.energysavesolutions.com is in white hot demand in almost all areas around the globe.

Keywords such as "Save Energy", "Save Electricity", Energy Conservation" have huge monthly search numbers on almost all the internet search engines.

Very interesting Blog you've started here that hopefully will gain exposure and many others will comment.
August 8, 2008 at 10:10 AM
Post a Comment

Popular posts from this blog

The Dance of Onboarding: Integrating New Hires into Your Corporate Culture

By -
Image
Have you ever tried to waltz or swing dance with someone who couldn't match your rhythm or didn't know the steps? It can become a clash of styles or cultures, or, worse—somebody gets their toes stepped on. A similar thing can happen when a new hire doesn't quite 'get' the culture. Much like dancing, though, skills can be learned. I recently facilitated a panel on Cultural Quotient (CQ) where we discussed best practices for increasing CQ. This involved intentional learning, self-awareness of physical cues such as body language and personal space, and the willingness to adapt to new cultures. I have some amusing stories about what not to do based on experiences with insensitive former colleagues. However, it's more productive to focus on how employers can improve the onboarding experience and subsequently enhance retention and employee engagement by welcoming people into their corporate culture. Maybe someday in person, over drinks, I'll share a funny story o
Read more

50 Questions for Distributors

By -
Image
Last week I wrote an article titled “Six Questions that Demand an Answer.”  Sharing the article with a few trusted advisers, I received one consistent bit of feedback best summarized by this response. “Frank, I agree these are questions we must ask ourselves; they caused me to pause and ponder.  I used them as an exercise with my team to think about our overall strategy.  I believe taking the time to think about our business from an outside perspective to be justified and worthwhile.   Sometimes it’s hard to do this subjectively.  I would like to see more questions just like these.” The following is my first round of questions.  I have put them into categories to make them easier to digest.  Some will apply to your position, some will not.  I suggest spending a moment visiting these topics with members of your own team. A note:  The readers of this blog come from a variety of backgrounds, hold a diverse collection of positions within distribution and come from a number of
Read more

Ship and Debit Programs

By -
Image
Special Pricing Agreement and Thoughts about Ship and Debit Programs Click here for a brief tutorial on Ship and Debit Programs. Special Pricing Agreements (SPA) have been around for a very long time. The concept is simple; a manufacturer uses their distribution channel as a vehicle to service a customer who requires very low pricing to match some commercial situation. The details of the commercial situation aren’t really all that pertinent. They can arise due to customer potential, competitive pricing pressure, or supply contracts driven with large mega-corporations. The point is normal distributor margins no longer support the selling price and the distributor plays a critical role in providing some service to the customer. In years gone by, distributors involved in these situations purchased products earmarked for the special priced customer at sub-distributor price levels. The freshly purchased (at lower than normal cost) products were either brought “into stock” to sell
Read more