Smaller component suppliers sometimes have a hard time getting the personal attention of big distributors. If you are number 47 on the list of DC-DC converter suppliers, your product might not be mentioned by a distributor's applications engineer. If yours is not a household name, a salesperson is likely to steer a customer toward a more familiar product. In both cases, the customer might not end up with the best solution.
The specialty distribution model can be a win-win for both suppliers and customers for a number of reasons...
Specialized distributors focus on you (and your customer):
So how do we break the cycle of the tail (distributor) wagging the dog (customer)? Enter the world of franchized niche distributors. Niche distributors carry a limited number of lines that are highly complementary. Customer focus likewise is narrow. If your product line is specialized, your product matches with the target industry's, and it requires above-average design-in support, chances are a smaller distributor might be worth signing on.
What you can expect:
Suppliers get more leverage with their product group if there's just a handful of lines available. Because a niche distributor's line card is narrowly focused, the distributor can better collaborate with manufacturer's reps. A focused distributor has the time to learn about your products in depth rather than just grasp a few key features. Each product can be handled as a "marquee" line. Finally, because of the high level of technical involvement up front, you can expect motivated after-sales support.
How to spot a good specialized distributor:
Does it have the industry experience, the technical know-how, a synergistic alignment, and customer focus to succeed as your partner? In addition, make sure best industry practices are being followed. Ask how many relevant customer contacts are in its database to which your message is being broadcast. Inquire and review its marketing plans and consider entering into a co-op marketing agreement.
A niche distributor can give both suppliers and customers a lot of "face time." Let us know if the model works for you.
Yes that is a possibility and I guess many are trying it too. What i feel is other than firing people if we can re-analyze the budget and do a re-costing then things might be ok. I oly assuming this might not sound practical though.
No no no. That's not what I meant at all. I was referring strictly to removing/replacing wasteful resources (not their positions completely). Just the people/processes that disrupt efficient productivity.
Well you are right phil but mostly you are reffering to attitudes and working capabilities of the employees. I was reffering to real workers who has the knowledge and the dedication to get the business running. So if you remove them as well then its a crime.
1. If you have a process that involves two people physically having to interact in order to move to the next stage in the process, if it can be automated, automate it! This will remove wasted time & manhours from the process
2. If you have an employee that feels the need to chit chat & get coffee every hour instead of working tasks through to completion, you can ask them to stop this behavior or they will face some type of disciplinary actions. This will also remove wasted resources from operations
Well Phil do you really think processes and people are a wastage for a company ? How do you operate or run a decision to make it operate via the system if you eliminate the human resources ? I dont get it at all
I'm no saying to focus on keeping costs low. What I should have said is keeping waste low (which should always be a priority). If you can get rid of the processes, people, etc that waste your time/money/resources, the operations will be a lot more efficient.
Yes Phil but you always cannot focus o try to put the cost down becasue we have to remember that budgeting do play a major role and we need a adequate budget to suppot the sevices not a limited budget
EBN Dialogue enables and encourages you to participate in live chats with notable leaders and luminaries. Not only editors and journalists, but the entire EBN community is able to comment and ask questions. Listed below are upcoming and archived chats.
Archived Dialogues
Thailand Stages a Comeback Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Euro-Crisis: What It Means for High-Tech Firms Join EBN Editor in Chief Bolaji Ojo and Contributing Editor Jennifer Baljko on Thursday, July 12, at 10:00 a.m. EDT for a Live Chat on high-tech and Europe's economic difficulties.
Microsoft Surface: Potential Winners & Losers What are the implications for the electronics industry supply chain of Microsoft Corp.'s decision to launch its own tablet PC? Join industry veteran and EE Times' systems and OEM expert Rick Merritt on Tuesday, July 3, at 12:00 pm EDT for a Live Chat on this subject.
Join EBN contributor Jennifer Baljko on Thursday August 23, 2012, at 11:00 a.m. EST for a live chat on how electronic manufacturers in Thailand have shored up their supply chain to reduce the impact of future natural disasters.
Peter Drucker famously said "Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window." Yet in the razor's-edge world of electronics—with a lean supply chain and just-in-time demands—the need to know the future is vital.
While no one really can accurately predict the future, we can take guidance from another Drucker saying which is the best way to predict the future is to create it.
You've heard the saying "the No. 1 supply chain risk is your people." That hasn't always been the case. But today's complex global supply chain requires a new type of multitalented employee. It's one who understands, finance, marketing, economics, is savvy with technology, graceful with relationships and can think analytically.
Where are these people? Are universities properly preparing the next generation supply chain professionals? How do train your existing workforce for these new, demanding positions?
Brian Fuller, editor-in-chief of EBN, will lead a 60-minute Avnet Velocity panel discussion that will ask and answer these and other questions swirling around today's supply-chain talent challenges.
To save this item to your list of favorite EBN content so you can find it later in your Profile page, click the "Save It" button next to the item.
If you found this interesting or useful, please use the links to the services below to share it with other readers. You will need a free account with each service to share an item via that service.
Tweet This