The
Manufacturer-Distributor Relationship: Can This Marriage Be Saved?
Every time I find myself
talking to people about their distribution channel issues, it feels like I’m
knee deep in marriage counseling. Once
upon a time, both parties had looked forward to an exciting journey together in
which they’d grow and be successful. But
instead many growth-seeking business leaders say they feel trapped in punishing
distribution partnerships. There’s no bigger downer in channel relationships
than suffering through non-distinctive service levels, shrinking margin pools,
escalating conflicts, and plummeting prices. After years of inattention, we end up with
simmering discontent from misaligned goals, un-kept promises and in the worst
cases, mistrust and extra-curricular affairs.
The result of
all this strife is mutually unsatisfying manufacturer-distributor partnerships,
which invariably leads one or more of the parties to ask the question, “Can this relationship be saved?”
Sure, relationship
problems are easy fodder for lunchtime jokes and water cooler banter, but the
manufacturer-distributor stakes can be high. Consider the channel dilemma faced
by South Korea’s
Samsung
as they launch a new generation of Galaxy tablets and other smart devices in North
America, where women buyers now account for the majority of purchases. A recent article at Retail Customer Experience.com,
Fifty shades of frustration: Why do women
hate Best Buy? exposed what has
long been known about the state of consumer electronics shopping environments: Visually
intimidating aisles, ridiculously unhelpful information displays, more
employees trying to prevent theft than answer questions, little help getting bulky
purchase to the car, and draconian return policies than make the whole process
feel risky. Any guesses how this
marriage is likely to impact the success of Samsung’s new products?
In over
twenty-five years of counseling senior marketers on designing and managing their
routes-to-market, I’ve learned a few things about how why these critical
business relationships so often get to the edge of a cliff, and how to help redirect
them back to being profitable and productive.
More than anything else, a simple outward re-directing of attention to
winning with customers - and away from finger-pointing, economic threats, marketplace
punishments, or just avoidance - is the most powerful path to a healthy and
productive partnership.
Herman
Miller, the premier office furniture maker pushed out of its distribution comfort
zone by uncovering frustrations that its end business customers had with the
way their office solutions were delivered and installed by furniture dealers.
Frustrations that other competing furniture makers had not yet addressed. By working
closely with its channel partners, Herman Miller launched the revolutionary
program named
Last
Mile, a proprietary new distribution service solutions that addressed those
customer frustrations and spurred profitable growth for the company and its dealers.
Twenty years ago Miller was at the top of its industry. It’s still there, in
large part because it knew that status quo thinking wouldn’t be enough to
maintain its position.
So the bottom
line for most companies looking to improve under-performing distribution
channels is this: Your distribution marriage can indeed be saved. But just like
our personal relationships, positive change comes roaring out only when we’re
willing to move beyond the familiar and comfortable.
A renewed
ability to win together gets sparked when both sides of a distribution
relationship accept that their most deeply held truths about the marketplace -
and each other – are counter-productive, incomplete, or more than likely
outdated. And in distribution relationship
therapy it’s important to manage emotions by keeping the conversation focused
and straight-forward: What buying experience outcomes are end customers
seeking? What activities are needed to deliver improvements to these
experiences? What channel model is best equipped to perform them?
Truth on the Wall
The best way
to reinvent a distribution partnership is to follow a straightforward path, and
thankfully, the basic steps are not mysterious.
What it requires is fresh customer insights, objective analysis of
current distribution experiences, enough hard facts to piece together a
reliable view of opportunity risk and potential, and a dash of creativity. Most
importantly, successful distribution partnering requires alignment and
agreement at every juncture.
The first step
in putting a channel system back on a healthy growth trajectory is realigning all
the parties on an updated and revised truth, “on the wall” for everyone to see,
about how distinctive value can be created for end customers. The most
difficult challenge in building a customer-focused distribution system is
keeping our own biases and implementation anxieties at bay. Early in the
process, the intent is to be an exceptional listener, without screening what we
hear through the lens of conventional wisdom about what can be done.
Then both
parties get real with one another and make a brutally honest comparison of this
truth about customer desires to what customers actually experience from the
different channel options available in the market today.
Then these two
assessments lead to the heart of the matter: How much separates the customer’s ideal
distribution experience from the existing one? What distribution activities and
competencies must be built, borrowed, or bought to come closer to what
customers desire than our competitors do? And how much time, investment, and
skill will it take each partner to arrive there together? These are the kinds
of critical relationship questions that a distribution gap analysis seeks to
answer.
As with any
therapeutic relationship-building process, involvement by everyone involved is
key and we want to be sure our distribution partners, or at least a
representative sample of them, are actively engaged with us in developing a
range of options for joining forces to improve the customer’s current
experience reality.
In the end, the
manufacturer-distributor strategy improvement work concludes not at some
imaginary customer experience ideal, but at the design of an optimal
distribution structure. Optimal defined as a channel system that is attainable,
profitable, and closer to the customer’s desired experience than competitors. It
also specifies who in the relationship is to perform each channel activity and
how to equitably share compensation and rewards.
Improving Relationship Dynamics
But going
after new distribution whitespace and improved customer experiences is only
half of what’s required, and it’s the easier half. The hard part, just as in a
faltering marriage, is getting our partner to work with us despite all the
baggage of the past. And we should add, our own entrenched attitudes are part
of that baggage. If we’re willing to own up, and open up to the possibility of
something different – and better – we have a chance.
So, how do we
go about improving our channel relationship dynamics and building more trust
and commitment to actually acting on a new optimal distribution approach? The
process, if it’s even a process, is necessarily less systematic than generating
clever Powerpoint presentations or drafting detailed execution timelines. And
that makes it a messier, squishier business. It’s more of an operating style, a
mix of art and attitude, distilled from companies that have succeeded (and
sadly, sometimes failed) at their efforts to coax system-enhancing actions from
their partners.
Here then are
six fundamental levers for stepping up to the relationship-building side of
distribution channels. Think of these as the six vows of a successful
manufacturer-distributor relationship:
1. We
Collaborate with You (our channel partner) on Voice of the Customer
research. There’s nothing that partners, domestic or commercial, hate more than
surprise ultimatums. Any chance for cooperation vanishes. The companies that
I’ve seen do it best invite their partners in right from the start.
2. We
Listen to You. Then after listening, we go to great lengths to respond to
the needs we hear and then incorporate your thoughts in closing marketplace
gaps. Helping our partners solve their own challenges, some of which may not be
obvious to us at first blush, is key to alignment, productive collaboration,
and mutually profitable growth. And let’s admit it, our partners do have
valuable facts to contribute, ideas that are sometimes better than ours, and
legitimate points to make. It makes as much sense to honor our partners in
business as it does in marriage.
3.
We
Share Costs and Rewards Equitably with you. It no doubt helps channel partners when a
supplier pitches in with advice, marketing collateral, and web-based support.
But it means even more when a supplier goes to the trouble of factoring in the
partner’s likely ROI on any new distribution model or initiative. And it speaks
volumes when the supplier puts its money where its mouth is through
co-investments in the relationship. Leading chainsaw maker
Stihl USA
did that by financing 30% of the cost for each of its thousands of independent dealers
to install new showrooms. Later as
returns began rolling in, Stihl was fair in apportioning margins that fully
recognized partners’ costs and contributions to end-customer value. Stihl’s
exclusivity at dealerships grew, and market share for their premium-priced
products climbed in the midst of an economic recession.
4. We
Deliver on Our Commitments at the level of performance we agreed to with
you. Establishing trust is essential to earning the right to expect partners to
execute their part of the bargain with equal drive. Action and good-faith
effort speak louder than words. They overcome deep-seated suspicions and anger.
They create optimism; “our problems are surmountable if we make the leap
together”. It’s the marriage theme all over again.
5. We
Protect Your Investments from others
intent on free-riding off your value-added services and customer experiences.
This doesn’t mean all channel relationships have to be exclusive arrangements.
We can still work with other partners. But it does imply that we won’t be
opportunistic and cut our partners off at the knees. “We pledge not to allow
discounters to lure away customers who have just helped themselves to your
high-value services.”
6. We
Build a Reputation that generates admiration, respect, commitment and trust
– for us in your eyes and for you, our partner, in the eyes of your customers.
There are essentially three kinds of glue that hold a marriage together: Morals
– we don’t believe in divorce. Calculation – we can’t afford to split the
family unit. And Affection – I love you and want to be near you. It’s amazing
what possibilities begin to materialize when we look at our channel partners
through the same sort of lens.
Ultimately our
goal isn’t to save every distribution marriage at all costs. It’s to do what’s
best for the kids, our shared end customers. More often than not, if we focus
on the customer, our old channel relationship recriminations will start to fade
away, and we’ll see movement towards a shared goal that’s larger than either of
us. And if we’re empathetic, smart, diligent and inclusive about it, customers
will open the door to increased value that we create together, and profitable
growth will inevitably follow. n
Richard E. Wilson is managing director of the advisory firm Chicago Strategy Associates, and a former clinical professor of marketing at the Kellogg School of
Management and Director of the school’s Center for Global Marketing Practice. rick@chicagostrategy.com