Created by Kues1 - Freepik.com Looking back at American manufacturing, a New Renaissance took place in the latter two decades of the 20th Century.  It started slowly, but by the mid-1990s, companies large and small began to apply principles tied to lean manufacturing and the related quest for continuous improvement. Coming out of the movement was the “Black Belt.”  Initially, Black Belts worked entirely within the manufacturing process; leading teams through what was once viewed as the hazy world of plant floor work and material flows. By the turn of the new millennium, the concept had been pushed to other processes. Things like order flows, procurement systems and even human-centric processes were scrutinized.  Similar to the manufacturing world, massive improvements were made.  Companies enjoyed new found efficiencies and gained a competitive advantage. One person saw the advantage of putting the same principle to work on the pricing process.  Enter ...

The economy is expanding. Noting comments from economist Alan Beaulieu, of ITR Economics ( view more here ,) the 2017 economy looks like a great year for growth. The forecast calls for a bright, sunshiny sky with 3.7 percent growth. It’s been a mighty long time since we’ve enjoyed this type of up cycles. Now is the time for distributors to raise their prices. Join with me as I outline why and where to look for price increases. Why we’ve got low margins today… Downward pressure on margins is the universal distributor complaint. New competitors, supplier sales teams setting prices at unsustainable levels, the internet and customer pushback are all finding their way into the discussion. Further, in spite of some major productivity advancements, operating costs continue to rise. One distributor, who closely monitors operational costs, commented costs have risen nearly 25 percent faster than offsetting gross margin gains over the post-recession era. Clearly, we need to ...

Last week Industrial Distribution Magazine’s Jack Keough put out a recap the Alan Beaulieu economic report as delivered to the National Association of WholesaleDistributor (NAW) Executive Summit.  I was immediately attracted to the article for three reasons.   First, Alan and his team at ITR Economics actually tracks indicators tied to our industry; we’re not talking pie in the sky stuff political puffery (as seen on TV.)  They have no political axe to grind.  For instance, they continue to make the point, the winning President has almost zero impact on the economy for the first 18 months they are in office. Alan and ITR Economics are accurate.  I have been following them for something like twenty years.  During that time, they have accurately predicted the ups and downs of our industry with the greatest of ease.  Further, they called the “Great Recession” of 2008 to within 30 days and very accurately predicted a number of other ups and...

As you relax comfortably reading this article, vampires are plotting a diabolical simple strategy.   Their evil aim: suck the precious life’s blood from your unsuspecting business.   Like a hungry swarm of vampire bats menacing overhead, they’re everywhere.   And, based on the latest “as seen on TV vampirology”, they can feed for years before they finally finish you off. Before you start stringing up garlic necklaces for your staff and reading through ancient and musty lore of Transylvanian past, let me say these aren’t physical forms.  Rather, they come in the way of old time myths disguised as modern business practices.  So join me as we talk our way through the vampires in the Industrial Supply Business. The evil deeds of dastardly fellow, known as Count Purchasing, are legendary.  You could probably add a few anecdotal stories of your own.  But in our world, the greatest disaster to innocents with salesperson business cards comes w...

You see us write a lot about pricing and pricing strategies.  For most distributors, the obvious advantage of a disciplined pricing process is the corresponding increase to the bottom line. Research conducted by David Bauders and Strategic Pricing Associates of Cleveland, Ohio indicates that most distributors see a margin bump of more than two points. At the same time, examination of the Profit Reports generated by a number of distributor associations indicates the bottom line advantage enjoyed by the “upper quartile” members – those who outperformed 75% of their colleagues - comes from more than “just” a margin advantage. We discovered these upper-end players were at the vanguard of distributor organizations using Strategic Pricing Associates data driven pricing process. We wanted to explore two points: What non-pricing benefits/advantages have they discovered as they implemented the SPA process? How has this migrated into the overall company culture? We spoke with Ja...

Earlier this month I was asked to lead a discussion on the future of distribution.  In this case, we focused in on the future of members of the Fluid Power Distributors Association (FPDA).  Since many of our readers are not FPDA members, allow me to provide a bit of background.  The members of FPDA tend to be deeply involved in providing customer solutions.  In many ways they epitomize the knowledge-based distributor.  Their products are complex, sellers understand product technology and application nuances, customers lean on the distributors to provide technical support and most offer up additional fee based services. Referring to the infographic below and the evolution of the distributor model, FPDA distributors are the poster perfect picture of the Knowledge-based distributor.  Deep product expertise, product specialists, customer centric engineering and solution selling is their mode of operation.     While the argument for Amaz...