Leading strategies: the competitive landscape is constantly changing. Here are some tactics you can use to add value to the supply chain, ensure long-term profitability, and stay one step ahead of the competition
Luis F. Solis
Although the role of the lumber and building materials supplier is ingrained in the construction supply chain, if pro dealers fail to implement new competitive strategies, their profits will suffer long-term. To help you add value on a strategic level, there are three business models that, when rigorously applied, can enhance business success and value.
Role #1: “Blanket” the customer’s needs. In this case, the dealer provides a wide assortment of products to blanket a target customer base’s needs. The assortment can be relatively shallow, as it is particularly tuned to the needs of a well-defined market segment, such as medium to large framers or contractors, fast-growing regional builders, production builders, or other niche segments. This works because of the one-stop-shop concept. It’s very important to select a large enough segment to achieve profit and growth objectives, but to select just one. Some of the largest distributors in home building have adopted this strategy, but sometimes with too many segments on the radar screen.
Role #2: Specialize in a specific family of products. This approach is suitable for product sectors containing a large variety of items. In contrast to the first role, product specialists sell a deep assortment of the chosen product family to a variety of different customer segments. Plumbing, electrical, and flooring are good examples. Services, such as installation and design solutions, may be a natural extension of the business, as in the flooring category. Because there are so many product and brand choices and customer satisfaction is partly determined by installation, this strategy ensures a higher level of end-to-end quality for the customer.
Role #3: Act as the entire front end for a leading manufacturer. In this alternative, the distributor or dealer allies with a strong vendor that is committed to supporting selective distribution. The distributor may represent more than one principal, but it will give disproportionate support to its key supplier. For that supplier, it will commit to providing a full service of selling, distributing, and supporting the complete product line, usually for a specific market or region for which it has exclusivity. For its part, the manufacturer keeps to its basic production role, while actively supporting its selected distributors. Engineered lumber is a good example here.
Each of these options offers a distinctive value proposition and requires a different set of collective skills (see “Value Propositions,” above). Many dealers and distributors pursue a “one size fits no one” strategy; namely, they offer all customer segments the same products or they fail to innovate service offerings (with or without the Internet) that would command greater value, and thus premium margins.
On the other hand, adopting and implementing one of the above focused roles will provide a distributor or dealer with a sustainable return (i.e., at least equal to its cost of capital). But these approaches are only the beginning. To become a leading player, which will require significant funding to support skills and capabilities development, it is necessary to generate superior profitability. To do so, a distributor or dealer will have to supplement its basic role with profitable value-added services, including Internet-based offerings that enable above-average pricing and new revenue sources. Think of the strategies herein as your first steps on the path to more profits, and soon it will be time to take off running.
Value Propositions and Skills for Different Strategic Roles
Strategic role Role #1: Role #2: Role #3: Leading
Customer Product manufacturers’
segment specialist front end
Value proposition “All products “Any item “The face and
and services within this substance of the
this customer product class, manufacturer at
needs, and in-depth a value-based
competitively know-how” price”
After-sales Required Nice to have Key
Sales force Key Required Key
Market feedback Nice to have Nice to have Required
Applications Required Key Varies
Product Key Required Varies
Purchasing/ Key Key Required
Promotions Key Required Varies
Pricing Key Required Fixed margin
Supplier Required Nice to have Key
Luis F. Solis is president/managing partner of Boulder, Colo.-based Symbius Corp., a leading supply chain management consulting firm for the home building industry, www.symbius.com.
COPYRIGHT 2005 Hanley-Wood, Inc.
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