| |
| |
| Preface | |
| |
| |
| Preface to second edition | |
| |
| |
| Acknowledgements | |
| |
| |
| |
| Introduction | |
| |
| |
| |
| How to get the best out of this book | |
| |
| |
| Who this book is for | |
| |
| |
| What do we mean by business model? | |
| |
| |
| How the book is set out | |
| |
| |
| |
| The business of getting products and services to market | |
| |
| |
| Distribution matters | |
| |
| |
| Challenging business dynamics | |
| |
| |
| Business models are key to value propositions | |
| |
| |
| A structured approach to positioning your value proposition | |
| |
| |
| Be careful with comparisons | |
| |
| |
| |
| Distributors and wholesalers | |
| |
| |
| |
| The role of the distributor | |
| |
| |
| Distributors/wholesalers | |
| |
| |
| Customer role - core functions | |
| |
| |
| Supplier role | |
| |
| |
| Supplier role - core functions | |
| |
| |
| |
| How the distributor business model works | |
| |
| |
| Role defines business model | |
| |
| |
| Profit is a very small number between two very big numbers | |
| |
| |
| Managing working capital is a balancing act | |
| |
| |
| The measures that matter and how to manage with them | |
| |
| |
| |
| Margins and profitability | |
| |
| |
| Multiple margins | |
| |
| |
| Gross margin and value add | |
| |
| |
| Margin mix or blended margin | |
| |
| |
| Contribution margin | |
| |
| |
| Net margin and operating margin | |
| |
| |
| |
| Working capital | |
| |
| |
| Working capital management | |
| |
| |
| Supplier credit | |
| |
| |
| Inventory | |
| |
| |
| Customer credit | |
| |
| |
| Working capital cycle | |
| |
| |
| |
| Productivity | |
| |
| |
| Earn and turn | |
| |
| |
| Contribution margin return on inventory investment | |
| |
| |
| Returns on working capital | |
| |
| |
| |
| Sustainability | |
| |
| |
| Sustainability - longer term business health | |
| |
| |
| Return on net assets and return on capital employed | |
| |
| |
| Return on invested capital | |
| |
| |
| Value creation | |
| |
| |
| Managing value creation on an operational basis | |
| |
| |
| |
| Managing growth | |
| |
| |
| Growth dynamics | |
| |
| |
| Internally financed growth rate formula | |
| |
| |
| Economies of scale - profitability | |
| |
| |
| Economies of scale - working capital management | |
| |
| |
| Risks of growth - diseconomies of scale | |
| |
| |
| |
| How to sell to distributors | |
| |
| |
| What we mean by selling to distributors | |
| |
| |
| The sales process | |
| |
| |
| Managing the account relationship | |
| |
| |
| Some rules of thumb for making compelling business cases | |
| |
| |
| Summary | |
| |
| |
| |
| Final-tier trade channel players | |
| |
| |
| |
| The roles of the final-tier trade channel players | |
| |
| |
| The final-tier trade channel players | |
| |
| |
| The possible roles of final-tier trade channel players | |
| |
| |
| Matching channel roles to channel players | |
| |
| |
| Different roles command different compensation models | |
| |
| |
| Customer advocates and sell-with players | |
| |
| |
| Sell-with players and strategic alliances | |
| |
| |
| Applying this framework to your industry sector or channel | |
| |
| |
| |
| How the business model of the final-tier trade channel players works | |
| |
| |
| Role defines business model | |
| |
| |
| Services come from people, either directly or indirectly (eg web-delivered) | |
| |
| |
| Managing a service business | |
| |
| |
| The web-based service business model | |
| |
| |
| Overview of service business model measures | |
| |
| |
| |
| Sales and utilization | |
| |
| |
| Sales | |
| |
| |
| Utilization | |
| |
| |
| |
| Gross margin and recoverability | |
| |
| |
| Gtross margin | |
| |
| |
| Recoverability | |
| |
| |
| Measures for the web-based service models | |
| |
| |
| |
| Working capital management | |
| |
| |
| The cash-to-cash cycle | |
| |
| |
| Improving working capital | |
| |
| |
| |
| Value creation and growth | |
| |
| |
| Value creation and improving the numbers | |
| |
| |
| Managing growth - the integrated product and service business model | |
| |
| |
| |
| How to sell to final-tier trade channel players | |
| |
| |
| What we mean by selling to final-tier trade channel players | |
| |
| |
| Segmenting the final-tier trade channel | |
| |
| |
| What the final tier looks for in a vendor | |
| |
| |
| What the final tier looks for in a distributor | |
| |
| |
| Managing the account relationship | |
| |
| |
| Some rules of thumb for making compelling business cases | |
| |
| |
| Selling 'with' the final tier in an advocacy role | |
| |
| |
| Conclusion | |
| |
| |
| |
| Retailers | |
| |
| |
| |
| The role of retailers | |
| |
| |
| Retailers and retailing | |
| |
| |
| Online retailing and catalogue | |
| |
| |
| |
| How the retail business model works | |
| |
| |
| Role defines business model | |
| |
| |
| Earn and turn | |
| |
| |
| Layout and planograming | |
| |
| |
| Ranging and merchandising | |
| |
| |
| |
| The measures that matter and how to manage with them | |
| |
| |
| Sales (or takings or revenues) | |
| |
| |
| Margins | |
| |
| |
| Direct product cost (DPC) and direct product profitability (DPP) | |
| |
| |
| Turns and productivity | |
| |
| |
| |
| How to sell to retailers | |
| |
| |
| What we mean by selling to retailers | |
| |
| |
| The sales process | |
| |
| |
| Retailer challenges and their implications for suppliers | |
| |
| |
| Managing retail relationships at a strategic level | |
| |
| |
| Managing retail relationships at a tactical level | |
| |
| |
| Selling in to the retailer's buying cycle and open-to-buy | |
| |
| |
| Should you deal with retailers direct or through a wholesaler? | |
| |
| |
| Summary | |
| |
| |
| |
| Franchising as a route to market | |
| |
| |
| |
| Why franchise? | |
| |
| |
| What is a franchise? | |
| |
| |
| What's different about franchised businesses? | |
| |
| |
| Where does franchising make sense? | |
| |
| |
| |
| How the franchised business model works | |
| |
| |
| The typical franchise system players and their roles | |
| |
| |
| Growth and store development | |
| |
| |
| Territory and operational management | |
| |
| |
| |
| The measures that matter and how to manage with them | |
| |
| |
| Franchise outlet level measures | |
| |
| |
| Franchise system-level measures | |
| |
| |
| |
| How to sell to franchised systems | |
| |
| |
| Who's the buyer - franchisor or franchisee? | |
| |
| |
| Managing franchise systems relationships at a strategic level | |
| |
| |
| Managing franchise systems relationships at a tactical level | |
| |
| |
| Key ratios | |
| |
| |
| Glossary of technical terms | |
| |
| |
| Index | |