【正文】 ? Take advantage of inherent strengths to deliver the best value for the price. 22 W/Ds gauge customer?s satisfaction Agree/Strongly Agree 50% 45% 27% 17% 21% 18% W/Ds Do Not Communicate Well With Their Customers W/D S Communication is good W/Ds understand customer?s expectations 23 Customers Focus on Best Value and Lowest Cost –Complete amp。 Strategy 35 Enhancing Company Value AA Services ? Capital Sourcing ? Valuation Services ? Balance Sheet Restructuring ? Debt Refinancing ? Financial amp。 Supplies 46 Key Messages Wholesalerdistributors must identify their “strategic suppliers” and treat them as customers. ? Understand supplier needs and wants are fragmenting. ? Develop formal methods for determining supplier expectations. ? Quantitatively prove to suppliers the value added by wholesalerdistributors ? Formally evaluate vendors to determine the most effective and productive partners. 47 Promotional Spending Will Shift to Performance Criteria Programs W/D S Today 20xx Today 20xx Incentives based on dollars spent 55 45 49 36 on purchase Incentives based on volume (units) 22 19 27 21 of purchase Performance criteria programs 20 32 19 37 Other 3 4 5 6 48 Better Communication Is Needed to Strengthen Relationships Between W/Ds and Suppliers 95% 88% 23% 54% 60% 41% 62% 60% 21% 31% Relationship between manufacturers and W/Ds need to be strengthened Most manufacturers have a strong sense of loyalty to W/Ds that represent them Manufacturers view W/Ds participation in the marketing channel as a “necessary evil” Partnerships with suppliers don?t exist today Communication between W/Ds and suppliers is quite good W/D S Agree/Strongly Agree 49 WholesalerDistributors’ Valueadded is Being Questioned Most manufacturers feel they need distributors? assistance and valueadded services to perform marketing functions necessary to sell their products Distributors are doing a good job performing marketing functions for manufacturers Manufacturers have been relying less on W/Ds to perform marketing functions over the past 5 years Agree/Strongly Agree 73% 80% S W/D 45% 7% 47% 68% 50 The cost and value of the marketing functions W/Ds perform are not clearly understood by manufacturers Manufacturers generally feel distributors? gross margins on their products are more than adequate By year 20xx, W/Ds will play a larger role than today performing marketing functions for manufacturers Agree/Strongly Agree 91% 71% S W/D 92% 75% 79% 58% Suppliers Don’t Understand Channel Cost Structure 51 Quadrant IV “Expected” Quadrant III “Proven” High Low USAGE % of Companies in the industry that use the practice ? Integrate purchasing, A/P, amp。 empowerment 1 1 3 2 1 2 Reanization/redefinition of functions and tasks 3 2 2 1 New/improved systems 3 1 1 3 Improved work flows 2 3 3 Compensation tied to productivity 2 59 Increases in Training Expenditures Expected W/D Today 20xx Today 20xx Total training costs % % % % HIGH ROTA 60 High ROTA Firms Benefit from Training W/D HIGH ROTA $ Gross Margin$/FTE Compensation$/FTE $ $ $ Contribution Margin$/FTE $ $ 61 Quadrant IV “Expected” Quadrant III “Proven” Quadrant I “Innovative” High Low High Low GAP USAGE Quadrant II “Differentiated” % of Companies in the industry that use the practice ?Incorporate customer satisfaction ponent in the performance review and incentive system ?Formally measure pany’s annual employee turnover rate ?Develop and maintain strong, strategic relationships with external and internal recruitment sources 62 Enhancing Company Value AA Services ? Organizational Learning ? Human Resource Consulting ? Workgroup/Workflow Automation ? Organizational Review/Redesign ? Outsourcing Managing Human Resources 63 Trends/Hot Buttons of Wholesale Distribution 64 Financial Trends in Wholesale Distribution 3 Sales growth near doubledigits in ?94。 Tobacco Wholesale Distribution (1993) Done in conjunction with the American Wholesale Marketers Association (AWMA), this study highlights the trends facing the candy and tobacco wholesale distribution segment to the year 20xx. ? Wholesale Food Distribution: Today and Tomorrow (1993) Done in conjunction with the National Wholesaler Grocers Association (NAWGA) and Andersen Consulting, this study focuses on the background and current role of the grocery wholesaler, key issues facing the channel and potential responses and roles for food wholesalers in the future. 78 Other Industry Studies (Cont’d) ? The Steel Service Center Industry in 1995: Turning Trends Into Results (1991) Done in conjunction with the Steel Service Center Institute (SSCI), this study identifies trends and issues facing steel service centers through 1995. ? Stockless Materials Management: How it Fits Into the Healthcare Cost Puzzle (1990) Done in conjunction with the Health Industry Distributors Association (HIDA), this study focuses on improving materials management practices through stockless programs in the Healthcare industry. 79 Wholesale Distribution Industry Program Management Foresight 80 Management Foresight Our Mission . . . ? To perform leadingedge research in the wholesale distribution industry to further our image as the premier provider of professional services to the wholesale distribution industry. ? To support the efforts of the firm?s Wholesale Distribution Industry Program by assisting in wholesale distributionrelated practice development initiatives, proposals, and engagements for other offices within the firm. ? To support the firm in surveybased engagem