The 2020 Mid-Year Economic Update_long

Type: Premium

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Second Quarter 2020 Distribution Markets Forecast

MDM’s new report, Markets Forecast, offers quarterly revenue projections for the wholesale distribution industry, plus breakouts for select categories, for the current calendar quarter and the next fiscal year. The inaugural Forecast looks at post-pandemic projections for distributors as a whole, plus specific sectors.

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MDM-Baird Distribution Survey: 4 Burning Questions as Pandemic Market Disruption Persists

MDM’s quarterly survey in partnership with investment banking firm Baird reveals that distributor revenues decelerated sharply in 2Q but not as bad as feared at the beginning of the pandemic shutdown. One consensus among more than 550 participants: Distributors began rethinking the way they manage talent.

Download this Issue as a PDF: July 25 2020

This is the PDF of this issue of Modern Distribution Management.

MDM's quarterly Data Issue for the second quarter of 2020 features both our regular MDM-Baird Distribution survey of more than 550 distributors, manufacturers and service providers, as well as a new quarterly report, MDM's Distribution Markets Forecast in association with the University of Colorado Boulder's Leeds School of Business.

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Download this Issue as a PDF: July 10 2020

This is the PDF of this issue of Modern Distribution Management.

In this issue of MDM Premium, we provide a variety of ways for distributors to improve business practices — starting with a look at the altered M&A landscape and which companies are most likely to have an advantage in today's marketplace. Then, you'll read how remote sales management often requires sales leaders to focus on soft-selling skills. And finally, pick up some tips on how to adjust inventory management planning when demand is anything but typical.

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5 Rules for Conducting a Pricing Reset

In the past, distributors would often sacrifice margins to gain market share and drive the topline. However, such tactics negate a strategic pricing process, rendering it nearly nonexistent. Without process, your people must make pricing decisions in a vacuum. As hard as they might try to compensate for and cope with inefficiencies, and as effective as their efforts might be in the short-term, you can’t expect them to sustain healthy margins in the long run.

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