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