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Sales Growth No Longer the Key Driver for Shareholder Value

Written by Mike Marks on Tuesday, 26 January 2016. Posted in Webinars, Distribution

How will you chart your path for growth to grow shareholder value? There’s not a magic answer, or everyone would be doing it. I recently presented a webinar with the National Association of Wholesaler-Distributors (NAW), sponsored by Epicor.

In it, I discussed the six keys to shareholder growth in today’s environment:

  1. Recognize that revenue growth is no longer the key driver for growth in shareholder value. Rather, the drivers are building competitive barriers to protect enterprise value, organic growth that is faster than the industry, a high EBITDA margin, and the ability to acquire and integrate acquisitions.
  2. Consider that your best growth strategy play may be to invest and become a platform company. A platform company typically grows at two to three times industry growth. Investing to become a platform company may have a better ROI than even doubling revenue. Platform companies grow intentionally, have scalable infrastructure, are a critical link in their supply chain, have attractive customers and partner with leading suppliers.
  3. Invest in projects that create competitive advantage on either the price or cost side. In other words, invest in initiatives that create profit in cost advantages (operating scale, better processes, productivity) or price advantages (scale with suppliers, mass customization). For example, strategic pricing or a good CRM system – which require you to do new things, and not just the same things better.
  4. Invest in ways to increase the customer’s switching costs: It’s about them, not you. Make it harder for them to walk away. Consider special inventory, special terms, consignment, VMI, custom order configurations, selling data on product usage, special pre- or post-sales support, lifecycle management, and more.
  5. Redesign your sales function to bring in specialized roles and reorient around the way that customers want to buy. And move from a self-directed sales force to a management-directed one. Reduce the number of transactional activities your highly paid sales reps do, and move those to inside sales or customer service. Add market specialists and telesales.
  6. Invest in marketing to create customer-specific value propositions for a management-directed sales force to execute. Segment customers based on potential to grow, cost to grow and switching costs. Design incentives, develop customer solutions, reassign customers and realign with suppliers to better meet what your customers truly need. Use real data. This will take time to reap a high ROI; decide if you are playing the game to win, or just not to lose?

Listen to the full webcast to learn more about each of these areas.

About the Author

Mike Marks

Mike Marks

Mike Marks co-founded IRCG in April 1987. He began his consulting practice after working in distribution management for more than 20 years. Over the years, his narrow focus in B2B channel-driven markets has created an extensive number of deep executive relationships within virtually every business vertical in construction, industrial, OEM, agricultural, and healthcare.

Mike has led project teams that improve market access by aligning resources to growth opportunities serving manufacturers, dealers, and distributors. Clients have ranged from small privately owned firms to many of the industry’s market share leaders. Ownership structures have included owner-operators, private equity, ESOPs, and publically traded firms. Mike is proud of the teams work and the confidence clients have shown with additional project work.

He has written extensively, and is frequently quoted on many industry issues. He has substantial board experience on both public and private distribution firms. His contributions to the field include serving multiple terms as a Research Fellow with the National Association of Wholesaler-Distributors, permanent faculty at Purdue University’s University of Industrial Distribution, eight years as Graduate Adjunct Faculty in the Industrial Distribution Program at Texas A & M University, and rendering several precedent-setting expert opinions in contract disputes between manufacturers and distributors.

Prior to forming IRCG, Mike held the position of Executive Vice President at Lex Electronics, an $800 million vertically integrated electronics distributor in Stamford, CT. Mike’s path to management in his early career was through increasing responsibilities in sales and sales management. He also completed a tour of duty as a manufacturer’s representative.

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