The 2020 Mid-Year Economic Update_long

July 10 2010

Volume 40, Issue 13

Volume:

40

Issue:

13

Subscribers: Log-in to read this issue of Premium.

Not a subscriber? Click here to learn more and subscribe.

Features
This is the pdf of this issue of Modern Distribution Management. Apply the full $24.95 pay-per-view cost toward an annual subscription (within 30 days of purchase), which includes two issues a month plus access to more than seven years of online archives and market data. Call 1-888-742-5060 or email info@mdm.com to subscribe. Subscribers log-in to download this issue.
Brent Grover, managing partner for Evergreen Consulting, discussed how to optimize strategic pricing processes in a two-part MDM Webcast. Part 1 addressed how your ERP system can help with the process. This is an exclusive summary of that webcast for premium subscribers. A summary of part 2, focused on providing the best training for your sales team, will appear in the July 25 issue of Modern Distribution Management.
MDM has covered the evolution and competitive landscape of integrated supply for more than 20 years. This article, an update to the 2005 analysis, looks at how integrated supply fits into the distribution landscape in 2010, as well as ways distributors continue to refine the model to meet evolving customer needs for a unique set of distribution services.

Nearly everyone MDM has asked about the role integrated supply in recent years has replied in the same way. First: "How do you define integrated supply?" And then comes the answer that has been around since the beginning: "If you've seen one integrated supply contract, you've seen one."

Different distributors call different services integrated supply, and there is still no strict agreement on the breadth or depth of services the model entails. The focus of …

For a company to recover from a severe broad-based economic downturn, the markets it serves must also recover or new markets must emerge. But the latest recession is making both a challenge for distributors as the U.S. moves into recovery mode.

"It's about redefining success in the new marketplace," says Julia Klein, president and CEO of specialty building products distributor C.H. Briggs, Reading, PA. "An adviser recently said to me, 'If you're a C student when the rest of the class is failing, you're top of the class.' And I think that's a great way to look at it today."

Here's a look at what distributors MDM spoke to for this report are seeing in their major end-markets as of the first half of 2010. …

PDF Download
This is the pdf of this issue of Modern Distribution Management. Apply the full $24.95 pay-per-view cost toward an annual subscription (within 30 days of purchase), which includes two issues a month plus access to more than seven years of online archives and market data. Call 1-888-742-5060 or email info@mdm.com to subscribe. Subscribers log-in to download this issue.
Brent Grover, managing partner for Evergreen Consulting, discussed how to optimize strategic pricing processes in a two-part MDM Webcast. Part 1 addressed how your ERP system can help with the process. This is an exclusive summary of that webcast for premium subscribers. A summary of part 2, focused on providing the best training for your sales team, will appear in the July 25 issue of Modern Distribution Management.
MDM has covered the evolution and competitive landscape of integrated supply for more than 20 years. This article, an update to the 2005 analysis, looks at how integrated supply fits into the distribution landscape in 2010, as well as ways distributors continue to refine the model to meet evolving customer needs for a unique set of distribution services.

Nearly everyone MDM has asked about the role integrated supply in recent years has replied in the same way. First: "How do you define integrated supply?" And then comes the answer that has been around since the beginning: "If you've seen one integrated supply contract, you've seen one."

Different distributors call different services integrated supply, and there is still no strict agreement on the breadth or depth of services the model entails. The focus of …

For a company to recover from a severe broad-based economic downturn, the markets it serves must also recover or new markets must emerge. But the latest recession is making both a challenge for distributors as the U.S. moves into recovery mode.

"It's about redefining success in the new marketplace," says Julia Klein, president and CEO of specialty building products distributor C.H. Briggs, Reading, PA. "An adviser recently said to me, 'If you're a C student when the rest of the class is failing, you're top of the class.' And I think that's a great way to look at it today."

Here's a look at what distributors MDM spoke to for this report are seeing in their major end-markets as of the first half of 2010. …