The article continues
by saying that 'manufacturers need to understand how end-user customers buy and want ヨ not just which products they buy or
who they are.'
These two concepts go straight to the core value of the MRO supply chain. If this was about price, either
The Home Depot or another giant would have bitten off much bigger pieces of market share by now. There is an excellent reason
people are still talking about how fragmented this MRO channel continues to be. As the article says about why e-commerce has
not taken over the industrial channel, ...
The article continues
by saying that 'manufacturers need to understand how end-user customers buy and want ヨ not just which products they buy or
who they are.'
These two concepts go straight to the core value of the MRO supply chain. If this was about price, either
The Home Depot or another giant would have bitten off much bigger pieces of market share by now. There is an excellent reason
people are still talking about how fragmented this MRO channel continues to be. As the article says about why e-commerce has
not taken over the industrial channel, industrial customers are reluctant to migrate their entire purchasing process to a
direct on-line relationship because it often means sacrificing local service, technical support, and complex fulfillment requirements.
Great
market intelligence and great communication across the channel are going to be critical to any type of strategy going forward.
Manufacturers have to leverage e-commerce tools to lower transactional costs. They also have to have a lot beter visibility
about the end-user customer, or else they will be spending a lot of money on wasted efforts. The same holds true downstream.
Distributors have to educate customers and manufacturers about their unique value and how they are lowering the total cost
of acquisition with great products. This knowledge is about pinpoint accuracy and clarity, not broad shotgun approaches of
the past.
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