The distributor was No. 24 on the list, which looks at sales and earnings growth and other factors for companies below $1 billion in sales.
Plan for the worst, and when it happens, you can respond rather than just react. That’s what businesses can learn from when the lights went out at the 2013 Super Bowl.
To maintain an edge over the competition, don’t hold back this year and gear up for the opportunities that do exist.
Report looks at how companies are approaching asset or business unit sales.
Articles look at how distributors can take action despite the uncertain environment.
One theme that has rung true from many of our outside contributors to MDM is the importance of getting out of your comfort zone and thinking differently about how to improve profitability.
We recently started running a blog on mdm.com from Stuart Mechlin, a member of MDM’s Editorial Advisory Board and formerly the senior vice president for Affiliated Distributors’ Industrial Supply Division. He posits that…
Grainger’s expectations are for single-digit growth in 2013.
There’s room for all sizes of competitors, but to succeed, you have to capitalize on what you’re best at.
Many articles from the past month have been focused on trends distributors should track in the new year.
Today’s environment provides a much wider view of what is going on than even five years ago.
Improvements in technology have helped level the playing field for distributors of all sizes.
Consolidation ramped up in wholesale distribution channels in 2012. Here are five highlights.
Most popular blogs focused on e-commerce, mobile, vending and channel relationships.
A generational shift is contributing to the increasingly rapid adoption of three technology trends.
Here’s a fresh take on the traditional SWOT analysis for distributors.
How the foodservice sector is halfway to goal to having 75% of industry using standards by 2015.
This article is the introduction to the MDM series: The Shifting Competitive Landscape.
Most have heard the classic tale of Blockbuster, once the king of the video rental market, not responding to online rental service Netflix until it was too late. Or Sony’s failure to recognize the shift to digital music from tapes and CDs, moving Apple into mobile music market leadership with the iPod.
These stories remain some of the clearest examples of what can happen when your competitive focus is too narrow.
No company should outright ignore its traditional and long-standing competitors. But an ever-increasing pace of change, thanks in part to technology, dictates that distributors
This article is part of the MDM series: The Shifting Competitive Landscape.
The case studies in the Dec. 10, 2012, issue of MDM Premium, the first articles in MDM’s series on the shifting competitive landscape in wholesale distribution, feature distributors who are collaborating to compete more effectively.
These distributors are adding value to customer relationships by partnering with competing or complementary distributors to meet customers’ needs more effectively and efficiently. The collaboration includes integration across a wide spectrum, from selling another distributor’s inventory to opening branches together.
This growing interest in collaboration among distributors is changing the competitive landscape. If done right, it builds on the distributors’ value propositions and expands their influence in their local markets. This can pose a threat to competitors who may underestimate the impact such collaboration can have, not only through greater efficiencies, but also through increased revenues and greater stickiness with customers.
On a broader front, partnerships on a local level potentially take the edge off national distributors’ advantages of scale
Grainger’s vice president of e-commerce talks about the value of the platform to the $8.1 billion distributor.
Model lets customers be served when, where and how they want, Grainger U.S. President Court Carruthers said recently.
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