Julian Dent is Chairman of VIA International, a specialist routes-to-market consulting firm. He has over 25 years of experience in distribution throughout the world, specializing in channel strategy and implementation. His clients have included Barclays Bank, BP, IBM, Microsoft, Nokia, Subway and Xerox.

Foreword from Tim Curran - head of the Global Technology Distribution Council

Foreword by Tim Curran
Preface
AcknowledgementsPART ONE Introduction01 How to get the best out of this book
Who this book is for
What do we mean by business model?
How the book is set out02 The business of getting technology products and services to market
Distribution matters
Challenging business dynamics
Business models are key to value propositions
A structured approach to positioning your value proposition
Be careful with comparisonsPART TWO Distributors and wholesalers03 The role of the technology distributorDistributors/wholesalers
Customer role - core functions
Supplier role
Vendor role - core functions04 How the technology distributor business model worksRole defines business model
Profit is a very small number between two very big numbers
Managing working capital is a balancing act
The measures that matter and how to manage with them05 Margins and profitability
Multiple margins
Gross margin and value add
Margin mix or blended margin
Contribution margin
Net margin and operating margin06 Working capital
Working capital management
Vendor credit
Inventory
Customer credit
Working capital cycle07 Productivity
Earn and turn
Contribution margin return on inventory investment
Returns on working capital08 Sustainability
Sustainability - longer-term business health
Return on net assets and return on capital employed
Return on invested capital
Value creation
Managing value creation on an operational basis09 Managing growth
Growth dynamics
Internally financed growth rate formula
Economies of scale - profitability
Economies of scale - working capital management
Risks of growth - diseconomies of scale10 The technology distribution landscape
The global landscape
Special characteristics and capabilities
Recent trends and future outlook11 How technology vendors can get the best from distribution
The engagement process
Managing the account relationship
Some rules of thumb for making compelling business cases
SummaryPART THREE Final-tier trade channel players12 The roles of the final-tier trade channel players
The final-tier trade channel players
The possible roles of final-tier trade channel players
Matching channel roles to channel players
Different roles command different compensation models
Customer advocates and sell-with players
Sell-with players and strategic alliances
Applying this framework to your sector or channel13 How the business model of the final-tier trade channel players works
Role defines business model
Services come from people, either directly or indirectly (eg web-delivered)
Managing a service business
The web-based service business model
Overview of service business model measures14 Sales and utilization
Sales
Utilization15 Gross margin and recoverability
Gross margin
Recoverability
Measures for the web-based service model16 Working capital management
The cash-to-cash cycle
Improving working capital17 Value creation and growth
Value creation and improving the numbers
Managing growth - the integrated product and service business model18 How to sell to final-tier trade channel players
What we mean by selling to final-tier trade channel players
Segmenting the final-tier trade channel
What the final tier looks for in a vendor
What the final tier looks for in a distributor
Managing the account relationship
Some rules of thumb for making compelling business cases
Selling 'with' the final tier in an advocacy role
ConclusionPART FOUR Retailers19 The role of retailersRetailers and retailing
Online retailing and catalogue20 How the retail business model works
Role defines business model
Earn and turn
Layout and planogramming
Ranging and merchandising21 The measures that matter and how to manage with them
Sales (or takings or revenues)
Margins
Direct product cost (DPC) and direct product profitability (DPP)
Turns and productivity22 How to sell to retailers
What we mean by selling to retailers
The sales process
Retailer challenges and their implications for suppliers
Managing retail relationships at a strategic level
Managing retail relationships at a tactical level
Selling in to the retailer's buying cycle and open-to-buy
Should you deal with retailers direct or through a wholesaler?
SummaryKey ratios
Glossary of technical terms
Index