by Art Waskey | Oct 19, 2026 | Uncategorized
A wake-up call – VMI
Rapid technological advancements are transforming how markets operate and how buying behaviors evolve, as buyers and sellers seek more efficient ways to conduct business.
For example, in 2010 the distributor I was working for noticed sales stopped in a key account. When we investigated, we found a non-traditional supply chain competitor had taken the business by adding a new type of equipment — a vendor-managed inventory (VMI) machine. Sales could be made at a vending machine with no human pitching the sale. The change was about labor savings and a leaner way for the customer to do business. Our response was to sign a contract with a VMI manufacturer and start installing our own equipment in key accounts. That shift in the buying process was a wake-up call to a new movement in sales transactions.
Another wake-up call – Ecommerce
The next shift came with the introduction of ecommerce and the emergence of a new group of non-traditional competitors. Also, they had names like Amazon, Grainger, and SMC. These virtual ecommerce distributors sold products through their websites and offered next-day delivery to the customer’s front door. The traditional distributors needed to respond with websites capable of handling e-commerce.
While ecommerce operated without the personal interaction of a salesperson and a customer, a person still did the searching online. You can complete purchases with just one click. Brian Hopkins, of Distribution Strategy Group (DSG), described e-commerce well in a recent article, “…every version of that process [e-commerce], from paper catalogs to punch-out to modern web stores, was built around a person doing the browsing, the photography, the merchandising, the search bar, the account login, all assume a set of human eyes on the other side of the screen.”
And then came AI.
The latest wake-up call – AI
What happens when your customer’s purchasing department hands over the purchasing task to an AI agent? The human element is completely gone. The agent searches across all suppliers, compares specs, delivery options, and price, and makes the purchase. Independent distributors rely on their ability to offer personalized service to differentiate them in the market. With AI, there are no people. This makes it a big threat to the traditional independent distributor. Hopkins offers this advice. If your product and service data is complete and correct — specs, dimensions, compatibility, availability, and price — an agent searching your catalog will still find you, and still buy from you.
Win With the Cleanest Data
In conclusion, personalization is what the traditional independent distributor relies on for customer loyalty. Each of these buying shifts, VMI, e-commerce, and AI, represents a loss of personalization in business transactions. To offset this, independent distributors need to make sure their information is online and up-to-date at all times. Lastly, the winning contracts and sales won’t go to the best person but to the product and service providers with the cleanest data.
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by Tera Jewell | Aug 28, 2025 | Uncategorized
A brilliant young business owner in our distribution vertical always has great book recommendations for me. I just read his most recent suggestion; “Another Way” by Dave Whorton. The book describes the leadership characteristics of what Whorton calls privately held Evergreen companies. These are businesses that build value for the long haul by creating unity. They do not follow the Venture Capitalist philosophy of getting-big-fast or growing at-all-costs to sell or go public.
Evergreen principles
Here are just a few of the principles for creating unity within an Evergreen company.
- Purpose – Whorton relates how Bill Hewlett and David Packard made a deep impression on him when he was sixteen and working in their Santa Rosa factory. “Hewlett and Packard were all about respecting the individual, treating people fairly, and encouraging them to explore their creative pursuits.” The best companies have caring leadership, not strategy, as their core purpose. They speak with one voice and don’t send mix messages.
Another powerful example of purpose in action is the success of In-N-Out, founded by Harry and Esther Snyder in 1948. They built the company on a clear, uncompromising mission: “Do one thing and do it exceptionally well.” Their focus was simple—serve the freshest, highest-quality hamburgers, fries, and shakes quickly, in a sparkling clean environment. Customers could see this commitment firsthand in the open kitchen, where a team of happy, well-rewarded associates worked with pride and enthusiasm.
- Relationship – In Evergreen companies, internal relationships rest on simple truths. They address conflicts immediately, resolve issues before they grow, and operate with complete transparency. As my friend Abe Wagner says, “Say it straight or you show it crooked.”
Whorton explains that one principle that separates Evergreen companies from others is a People First management program. At a distributorship I was part of for 34 years, we reviewed sales, expenses, and gross and net profit with our employees quarterly. Moreover, since the employees received 10% of the annual net profit with payments distributed each quarter, this was an important way to establish good relationships.
- Self-finance – Evergreen companies operate at a self-financeable growth (SFG) rate, a concept that every entrepreneur should know. Since many Evergreen companies were initially built by founders who didn’t feel they would qualify for loans at the local bank, SFG is a familiar concept in this arena. The SFG philosophy holds that “If you don’t have the cash to buy it, wait until you do”. With slow but steady SFG growth, many Evergreen companies have realized several hundred thousand dollars in annual revenues.
Create unity
In conclusion, these are principles important to independent distributors. I will share more in future articles. In the meantime, keep your business Evergreen by creating unity in your business, following your purpose, building solid relationships, and pursuing self-financeable growth rates. Fantastic results will follow.
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by Art Waskey | Apr 18, 2025 | Uncategorized
Ensuring a Sale is Truly Complete
One of the most frustrating experiences for a salesperson is closing a deal only to see it unravel due to poor execution by their organization. A colleague once shared, “I worked hard to secure a new client, but our company mishandled the initial delivery, and we lost the business. It’s exhausting to see hard-earned sales slip away because of service mismanagement.”
As a consumer, I’ve experienced this firsthand. When my hot water heater started leaking, I sought a reliable provider. My first call was to a national hardware chain. They quoted me a reasonable price for both the tank and installation. But the next morning, a third-party installer called to add unexpected fees. Feeling misled, I canceled the order, and they didn’t even follow up to understand why.
This story highlights a key lesson: a sale isn’t complete until the customer is fully satisfied. Or, as Yogi Berra famously said, “It ain’t over till it’s over.”
Strategies to Ensure Sales Success
- Create a Strategic Plan
A salesperson’s job doesn’t end with the sale. Develop a clear schedule that outlines steps to ensure first-class delivery and service. Consider hosting a kickoff meeting with your customer and your internal team to set expectations for the first 60 days. Document required actions and anticipate potential challenges to address them proactively. - Enhance Team Collaboration
Salespeople are the bridge between customers and the organization. Strong communication between customer service, delivery personnel, and sales ensures any surprises are managed effectively. - Prevent Errors
Understand what your customer expects from the sale, from accurate inventory to seamless delivery and friendly customer service. Identify potential challenges and address them before they arise. - Exceed Expectations
Building long-term relationships hinges on surpassing customer expectations. Help customers streamline their operations, reduce costs, or improve efficiency with your product or service. - Measure Satisfaction
After delivery or installation, check in with your customer to gauge their satisfaction. Use a simple scoring system (e.g., 1 to 10) to understand how well you performed. Aim for a score of 9 or higher, and take immediate steps to address any shortcomings. - Foster Referrals
Strong relationships can lead to valuable referrals. When you consistently meet and exceed expectations, customers are more likely to introduce you to their network, expanding your pipeline.
Final Thoughts
In the end, I purchased my water heater from a personable local distributor who provided a clear, honest quote and managed the installation smoothly. After the project, the salesperson followed up with thoughtful questions to ensure I was satisfied.
This experience underscores the importance of seeing every sale through to the very end. Remember: it truly isn’t over till it’s over.
by Art Waskey | Aug 30, 2024 | Uncategorized
Employee turnover on the rise
There is growing concern that employee turnover is once again on the rise. A recent survey published by Resume Builder found that nearly three in 10 full-time workers are likely to quit their jobs in 2024 (ResumeBuilder.com). One thousand participants were surveyed to find out how many people have their sights set on quitting this year. Given this trend, Distributors need to focus on employee retention.
Why are they leaving?
Why are people planning to quit their jobs? Julia Toothacre, career strategist at Resume Builder, said “Younger workers tend to switch jobs at a higher rate because they are trying to determine what type of function, industry, and environment would work best for them.” The Resume Builder survey found that workers are quitting their jobs over low pay (56%), overly stressful work environments (43%), and the desire for better benefits (44%).
Focus on these 3 areas regarding employee retention
1. Pay
“Right now, employers have the most power when it comes to pay,” Toothacre said. The tech industry layoffs have flooded the market with certain functions, leading to an influx of candidates for organizations depending on the organization.
2. Environment
The culture of a company is developed from the top of an organization. You need to understand the work environment you have created. Also, get external assessments to ensure you are projecting a healthy culture. Create 360 reviews where managers can see and understand gaps in relationships. If a manager has a high report turnover, recognize it early and make adjustments.
3. Benefits
Reassess your compensation plan. In today’s social media climate, job-hoppers are well aware of the benefits companies offer. Make sure your employment package is competitive in your market.
Employee retention
Lastly, If a person enjoys their job, they will hold onto it. As an employer, you must strive to keep your staff, particularly your young talent, from becoming disillusioned. In addition to offering fair pay, competitive benefits, and a positive work environment, be sure to recognize your employees’ unique talents and gifts.
Positivity brings positive results in retaining employees.
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