Hi. I'm Neil Gillespie.

I'm a strategy consultant to distributors. I was, however before I became a distributor for a few years. So now I'm back after getting some great action on the front lines helping my star client finish a great succession strategy and writing my new book. I know it's tough out there right now, but I'm really looking forward to helping the right companies to get productive, generate cash and get on the growth track again.

- Neil

OK, so I took a hiatus to work for a real live distributor after being a consultant. Yup, I had to make this stuff work for real.

It was great fun. Like a giant test lab for me. Good thing most of the tests worked! You can ask Sam McCamy about that.

Worked on pricing, new product intro processes, taking 3D marketing to the next level, leaning up inventory, setting up a sales review discipline, organization planning, planning a couple of acquisitions, getting SPA processes and product data ship shape, getting people to work on teams, reallocating accounts to sales forces, integrations, Growth Planning and more. I loved it.

Wished it could have lasted, but we sold it for a nice price to a great company.

Then I helped a non-profit family business organization develop a new value strategy for it's members.

Still doing that... but got the itch to get back in "the channel".

Back to consulting.. but refreshed!

In three years, you'd be amazed how fast they forget about you.

I did, however consult to quite a few distributors, a group of 18 distributors called the Vanguard Distribution Group, wrote for some magazines and gave a few presentations at conferences. Helped a couple of distributor associations plan their futures. Wrote over 100 articles.

OK, you don't remember. See what I mean?

Consulted to some big Manufacturers, too. The Industry Data Exchange Association. eBusiness companies. You STILL don't care? Ok, back to the distributor stuff.

So I sat back and consolidated the stuff I learned that creates a scalable, profitable growth business for distributors, and honed it into the Profit Triad and The Eight Steps. Just for you folks.

Do you want a consultant that performs individual services for the money or one that can help you and your team to discover how to generate more cash, drive higher productivity and grow your business?

Neil's “Discover Your Core, Then Go For More” Method Creates Profit Growth, not just Sales Growth.

The problem with most companies is that they get good at one thing, like sales, operations, marketing or financial management, sometimes two and almost never all three of the points of the "Profit Triad". Those that do approach and exceed 10% EBITDA. Those that don't stay in the low single digits or worse.

Neil's services are interrelated because he knows the relationships between Market Positions, Productivity and Gross Profit Per Order in creating PROFITABLE Growth. He will not let you off the hook doing only part of a three part job. Whatever Neil does is designed to make you money, not just boost sales.

The "Discover Your Core Then Go For More" Method for distributors is about:

1. Making profits and generating cash, not just driving sales

2. Driving all three points of The Profit Triad for peak profitability and growth:

   • Leading market share

   • Leading productivity

   • Strategic marketing that drives gross profit per order.

3. Expanding your view of growth opportunities for a never ending progression of growth

Consider this quote from the premier distribution acquirer and field strategist of this generation:

Get The premier distribution strategist in the industry. As a planner for manufacturers, Neil developed territory review and distribution planning disciplines for GE Lighting, Electrical Distribution & Control, GE Corporate Marketing and Development and Eaton Electrical.

Neil developed his discipline further for other manufacturers as a consultant, and used the discipline to help distributors plan their approach to different trading areas.

Star client Roden Electrical Supply used his methods to plan their trading area development plans in the 1990's and 2000's. They never lost an acquisition objective to a competitor.

Neil's competitive analysis discipline is still used to this day in those companies. The approach is emulated by others, but the real value is the insights into how to attack competitive market positions that you'll only get from Neil.

Click on the thumbnail for a view of Neil's legendary territory/competitive analysis template.

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The Profit Triad^TM Strategic Review

Get lean and productive, generate cash, and get back on the growth track.

Click on the thumbnail below for Neil's unique and stunningly logical "Profit Triad" approach to measuring and managing a distributor business:

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1.0 Density Metrics (achieved by leading value and market share in a territory)

1.1. Sales, Market and Share Trends

1.2. CustomerView Customer Perception of Relative Value by Segment

1.3. CustomerTouch: Customer panels and on-site discovery to uncover new ways to add value.

1.4. Growth Diversity: % Revenue and Margin by Growth Category

1.5. CompetitorVision: Relative Market Share to Next Closest Competitor by Segment

1.6. Revenue Per Square Mile
1.7. Accounts per Square Mile

2. Productivity Metrics and Processes
2.1. Front Room

2.1.1. IS Sales
2.1.2. Counter
2.1.3. Outside Sales
2.1.4. Web Orders
2.1.5. EDI Orders
2.1.6. Purchasing

2.2. Back Room Productivity
2.2.1. Purchasing
2.2.2. Warehouse
2.2.2.1. Receiving
2.2.2.2. Picking
2.2.2.3. Delivery
2.2.3. Accounting
2.2.4. A/P
2.2.5. A/R

2.3. Asset Productivity
2.3.1. Inventory turnover and days of inventory in stock
2.3.2. Receivables DSO
2.3.3. Payables DSO
2.3.4. Net Cash Flow Days
2.3.5. Total Asset Turnover (Sales/Total Assets)
2.3.6. Cash Generation (Net cash generated)

3. Gross Profit Per Order Metrics and Processes

3.1. Product Mix Per Customer
3.1.1. Average line items and Gross Profit Dollars per order
3.1.1.1. Counter
3.1.1.2. Inside Sales
3.1.1.3. Web & EDI Orders
3.1.1.4. Customers
3.1.1.5. Market Segments

3.1.2. Number of Product lines >= 5% of total purchases per customer indexed to average for company

3.1.3. Conversion Successes by Outside Salespeople

3.1.4. Customer Profitability: (and segment profitability) Gross profit less activity based costs per customer if available from your system. Gross profit less average costs per order compared to average GP$ per order if costs not easily developed.

3.2. Pricing and Costing
3.2.1. Product Data Completeness/Accuracy: % Units with errors in price, UOM, base cost
3.2.2. % Manufacturers with Special Nets that provide loadable or auto mapped files
3.2.3. Pricing Matrix: GMROI by Product Line & SKU, Review of Matrix Structure
3.2.4. SPA/Rebate Administration Processes and Policies
3.2.4.1. % manufacturers On Loadable Price Notifications
3.2.4.2. % manufacturers on automated claims
3.2.4.3. % orders caught with SPA Errors/Omissions
3.2.4.4. % of claims collected by manufacturer
3.2.4.5. average days to collect by manufacturer
3.2.4.6. Uncollected Dollars average balance by manufacturer

3.3 Marketing
3.3.1 Company Identity and Branding Elements
3.3.2 Company Services
3.3.3 Website and Internet Marketing Activities
3.3.4 Marketing Campaigns and Events
3.3.5 Supplier Joint Marketing Programs
3.3.6 Market Segment Product and Service Platforms
3.3.7 Individual Product Marketing Campaigns
3.3.8 Other Marketing Initiatives