August 16, 2017


















ANNOTATED INDEX TO PLAYLIST 9's 116 CLIPS

INTRODUCTION

This playlist is centered around 35+ specific case studies covered in clips 20-93. These cases star: different kinds of distributors; selling different kinds of customers; different types of line-item-net-profit- based solutions. Clips 1-19 that precede the case studies address the tools needed to tackle: our fears; customer profitability; and partnering. And, the 26 clips that follow the case studies (94-116) review key educational concepts that traditional sales reps will have to make their own in order to become the supply-chain math solution sellers and implementers that our biggest, best customers want them to become.

Clips that are in bold font, underlined and italicized are, I think, the most important and should not be overlooked.

Clips 1 to 5: These clips explain:

"(1) how many of the ideas from previous playlists will be drawn upon and are specifically footnoted on the slides. (2) how large the opportunities are for understanding and innovating with the big cross-subsidies that exist amongst super-profitable customers and items and the super-losers. (3) the common objections distributors have when they discover that ``best`` customers and items (through traditional financial lenses) are actually big losers. 5) The journey-process and tools that will unlock huge upside benefits for all stakeholders IF we can just patiently and open-mindedly listen to and discuss the case study stories.

Clip 1: Win-Win, Supply-Chain-Math, Case Studies. Overview:

If you have not watched playlists 1-8, then this clip (Playlist 9, clip 1 or 9:1) is a good, short overview of what the other playlists generally address.

Clip 2: The Opportunity

Clip 3: OMG! Objections

Clip 3 is a key pep talk for taking care of the biggest objections that arise when you discover that some, big customers are hugely unprofitable. For an exhaustive list of both objection to why Customer Profitability Rankings are dumb and answers to those objections see Chapter 5 in my E-book starting at this link: Supply Chain Math Management For Distributors

Clip 4: What If...

Clip 5: Journey-ware Q-Chain?

This is a key review of the 8-steps any distributor must follow to get breakthrough results with Profitability Ranking reports.

Clips 6 to 8: Dr. Barry Lawrence and his research associates at Texas A&M`s (TAMU) school of Industrial Distribution have done some excellent research for how distributors can ``stratify`` their customers. Line-item Profit Analytics (LIPA) allows TAMU fans to extend and deepen what the stratification work suggests. (6) is the TAMU summary model. (7,8) expand upon the TAMU model.

Clip 6: Or, "TAMU-Stratification" Q-Chain?

Clip 7: Extend TAMU Customer "Taxonomy"?

Clip 8: TAMU "Service Drain"-Alchemy?

Clips 9 to 10: While the TAMU model mentions the need for ``cost to serve`` (CTS) information, it does not recommend specific, CTS-model assumptions or design. These two clips highlight two levels of potential modeling: customer profitability using simple transactional cost activity assumptions; and determining line-item, net profit data with which both more and better solutions are possible.

Clip 9: CTS? Modeling Optins: Solutions

Clip 10: KISS - CTS Blindspots

Clips 11 to 13: Clip 11 introduces the ``4-View-Analysis`` for any customer, which, like a 3-D, color-coded MRI, gives a team the ability to see pockets-to-bathtubs-full of hidden supply chain waste that is hurting both distributor and customer. Clips 12 and 13 illustrate the 4-View-Analysis as it was applied by a Plumbing Supply Distributor to transform a big, net-profit losing Plumbing Contractor to big wins for both parties.

Clip 11: 4-View, Big-Customer (re)Tunings

Clip 12: Zero-Inventory, Plumbing Contractor

Clip 13: Plumbing Contractor Solution?

Clips 14 to 17: These clips cover the supply-chain-buying trend that has been taking big chunks out of distributors traditional channel share and profitability. No CTS model can see the powerful sweep of supply-chain buying over the past 20+ years; you have to be a long-term, student of the history of all distribution channels to see this trend as a force of change. The trend is for bigger, more progressive customers to demand that their suppliers be part of transitioning from shorter-term, price-sensitive contracts to longer-term, effective demand-replenishment systems that are continually improved. (15) provides a map to locate your company and your biggest best customers` abilities to successfully create and sustainably maintain win-win supply-chain solutions. (16) reviews channels in which most of the independent distributors disappeared, because they couldn`t figure out how to be part of the supply-chain needs of the big, rapidly consolidating customers. And, (17) summarizes why it is time for all distributors to get supply-chain-math savvy to make the trend their friend instead of their enemy.

Clip 14: No CTS Models See SC Buying Trends

Clip 15: Stories Outside of "The Game" Box

Clip 16: Distribution Flips - Few, Big Winners

Clip 17: SC Summary Points

Clips 18 to 19: Two summaries. 18) reviews what you can and can`t do with different levels of CTS modeling. 19) reviews key questions about whether a distributor should: try to do their own in-house CTS modeling and SC journey ware; outsource the need; or do both in parallel which is reasonable.

Clip 18: Summary for Extending TAMU Stratification

Clip 19: Line-item, CTS Modeling?

Clips 20 to 21: These clips introduce the case study section with a chronological order for tackling different categories of customer opportunities.

Clip 20: Enough Abstractions, Concrete Cases

Clip 21: Logical Order for "Next-Level Cases?

Clips 22 to 32: These 10 clips thoroughly cover all of the issues and opportunities of solving the small customer/small order challenge with a blend of case studies. If a distributor cannot first solve this often thorny problem, they will then have no extra resource energy take the big accounts – core, losers and targets – to the ``next level``.

Clip 22: Deal with Wholetail-Minnows First (?)

Clip 23: Minnow Questions?

Clip 24: Case: Starting Minnow Math

Clip 25: Options for Wholetail-Minnows?

Clip 26: Wholetail-Minnowsand Sales Reps

Clip 27: Wholetail-Minnow Profit Streams

Clip 28: Other Wholetail Benefits

Clip 29: Hard-Bll Minnow Case

Clip 30: Hard Ball - 6 - 12 Months Later

Clip 31: Minnow Soft-Ball Case (`96): Life-Style, Inc

Clip 32: Retrospective - Life-Style Inc

Clips 33 to 39: These clips include four, core-customer renewal cases with references to 5 more that had peculiar pockets of waste amidst generally profitable business. The general lessons are that if you are the first mover with line-item insights, then: every customer can be re-tuned to generate more win-win efficiencies; there is generally good to huge additional upside growth in these accounts; and new needs and services are not hard to find. The first area competitor to discover and mine these veins of gold will win.

Clip 33: Big, Core Cases - Re-Tune a Hospital

Clip 34: "Lion's Share" (?) at 4-Color Printer

Clip 35: Buyer Caught up in New Re-Org

Clip 36: Buyer Gets - "Lower-Price" Edict

Clip 37: Industrial, MRO-Buyer Value Survey

Clip 38: Win-Win Customer Analysis Tips

Clip 39: Outlier Buyer Stories

Clips 40 to 44: These clips explain how top-down buying policies for ``just-in-time`` (JIT) deliveries and/or ``zero inventory`` (usually do to ``shrinkage`` concerns) are very wasteful when applied to small-dollar, frequently used and therefore highly re-ordered/picked items. These clips are positioned between ``core`` and ``super loser`` case studies, because both types of accounts can be guilty of these practices within a large range. The custom ``spice-rack`` solutions that a distributor can co-create with customers using their own 4-View, stats are breakthrough, powerful opportunities. WATCH THESE CLIPS.

Clip 40: Big-Loser, Top-Down Policies

Clip 41: Change Losing-Customer Policies to SC-Buying to Grow Profits

Clip 42: Losers Goal AND More SC Benefits!

Clip 43: Math for Popular/Small-$, SKUs

Clip 44: Teach Contractors SC Math?

Clips 45 to 58: These clips cover the whys and hows of teaching contractors to be more effective buyers for the benefit of themselves and their distributor partner. Because contractors are more generally challenged in ``conceiving, believing, achieving`` total purchasing system economics, this section is quite detailed with good case studies. Any distributor who sells primarily to some sort of contractor should watch these clips.

Clip 45: Contractor Service-Value Metrics?

Clip 46: Distributor Metrics - Uptime?

Clip 47: Case Example - Commercial Locksmith

Clip 48: Fishbone Diagram Final Symptom Metric - Uptime Ratio

Clip 49: Re-Think Labor Assignments and Pool

Clip 50: Distributor Role in Case?

Clip 51: How Many Contractors Do It?

Clip 52: Quick Survey of 3-5 to Find:

Clip 53: Questions for Wheel of Learning Experiments

Clip 54: Wheel of Learning and Failing Forward

Clip 55: VETO BAGS? Best for HVAC, Not Carpenters

Clip 56: The $17,000 SC-System-Math, Tool Bag?

Clip 57: Team Brainstorm On:

Clip 58: Bottom 1% (-20%) Case Index (1)

Clips 59 to 79: These clips cover many case studies of super-losing accounts also referred to as the ``1%/(20%)``. This is shorthand for the phenomenon that on customer profitability ranking reports, the bottom 1% of the accounts will typically destroy about 20% of the peak internal profits made by all profitable customers. This 1% accounts for the sharp downward ``tail of the whale`` on customer profitability whale curve graphs. (59,60) is an index of different categories of super-losers. Anyone who is concerned about ``confronting`` a big losing account and ``telling them to change the way they buy`` will get great courage from this section. Instead of ``confronting``, we will invite them to look at their own statistical buying patterns and inferred-cost realities to then collaboratively, co-create improved buy-sell processes that give them huge gains. The fact that the distributor happens to reduce –as a by-product- their CTS significantly and often has much bigger share of the customer`s business offered to them is OK too.

Clip 59: Bottom 1% (-20%) Case Index (2)

Clip 60: 60 Bottom 1% (-20%) Case Index (3)

Clip 61: I.1. Commercial-Foundation Contractor

Clip 62: Case - Vans-to-Counter

Clip 63: Kits-for-Jobs Results

Clip 64: I.3. Contractor Job-Costing with Invoices

Clip 65: I.4. "The (Contractor) King"; Buys $20 Daily

Clip 66: The King - Interview Q's

Clip 67: II.1. $2.5MM MRO Contract Losing (150K)

Clip 68: II.2. Sidney Port Turns MRO Dirt to Gold

Clip 69: II.3. ADOPT MRO, Integrated-Supply Specialists' Best

Clip 70: II.4. Electrical OEM Components, Inc.

Clip 71:II.4. Electrical OEM Components, Inc.

Clip 72: II.5. Job-Shop Curmudgeon

Clip 73: III.1. Brokerage Gun-Slingers

Clip 74: IV. Core is Small Customers - C-n-C!

Clip 75: V.1. Systematically Abusive Retail Chain

Clip 76: V.2. Hillman Group's Solution

Clip 77: V.3. Don't Sell a Retailer Minor-Goods

Clip 78: Bullies - Global-50 Mfg'r - "More!"

Clip 79: Order-Daily Guy

Clips 80 to 87: These clips cover case studies on cracking TARGET/GAZELLE accounts. Honchoes, ACE reps, Total Team-Laser-Beam heroics all star in these stories that generate huge ``net-present-value`` of future net-profits. These cases are the most breakthrough rewarding and potentially the most challenging. But, with the accumulated insights, skills and confidence that come from seizing all of the previous case study opportunities, big scores are very likely.

Clip 80: VI. Cracking Target Accounts

Clip 81: VI.1. MRO for Factory - Stealth

Clip 82: VI.2. (Top Down)"Dear VP/SC"...

Clip 83: VI.2.b. (II.) Green-Shoot Opportunity

Clip 84: VI.4. Hyper Focus on FedEx in '78

Clip 85: VI.5. Huge-Contractor, VP:SC Curious to See Corp. SC Honcho

Clip 86: Team Alignment and Laser-Beam Intensity

Clip 87: Summary Ideas for Gazelles

Clips 88 to 93: These clips sum up with case studies the incredible ``dynamic upside`` profit growth is possible if a distributor applies all of the Supply-Chain-Math selling applications. If we have initial fear about losing any customers or any gross margin dollars, it is hard to have the faith in future good scenarios which we can`t yet see or measure. These clips will give you that faith. You will drive away some unprofitable customers (cases of 5 -50%) and margin dollars (less than 5% of the beginning total) in order to capture much bigger, profitable margin dollars from fewer, better ones. WATCH THESE.

Clip 88: Year-Over-Y - "Positive Turnover Wins"

Clip 89: Gazelle's Kinetic-Chain Score

Clip 90: 5-5-5 LIPA, SC Apps - Y-O-Y?

Clip 91: Net-Profit Apps Story

Clip 92: VIEW 2 - Y-O-Y Results by the #s

Clip 93: End of Case Studies

Clips 94 to 116: These clips review concepts covered in earlier playlists, but with different words and examples. Most reps and managers should be inspired by the case studies, but still a bit concerned about achieving all of these great ideas. Because repetition is the mother of learning (and confident understanding) , skim through these as needed.

Clip 94: Sales Force SC-Math Challenges?

Clip 95: Review Concepts with Variations

Clip 96: But - Conceiving-Velieving-Achieving in a LIPA Environment Paradigm)?

Clip 97: Time Travel Civil War Surgeon

Clip 98: Simple Change v. Reconstitution/Transformation?

Clip 99: Mental-Model Updates

Clip 100: Line-Item, Net Profit Review

Clip 101: LIPA Journey Review

Clip 102: Two World Views

Clip 103: Whale Curves Review - Customers

Clip 104: An SKU Whale Curve

Clip 105: Line-Item Profit and Productivity Opportunity Potential

Clip 106: Whale Tail Observations

Clip 107: Best and Worst Intersection Scenarios - Macro

Clip 108: Supply-Chain 30% Game Thinking?

Clip 109: Re-Tune a Can-Do Culture

Clip 110: Culture's Role in my Past Turnarounds

Clip 111: Wally - Bricks, Wall, or Cathedral

Clip 112: Big Value Growth for - Employees, Customers, Suppliers, Shareholders?

Clip 113: Can we Teach Customers?

Clip 114: More Bell-the-Cat Concerns

Clip 115: Lost:Fired GM$'s Won't Hurt Profits!

Clip 116: Re-educate for Supply-Chain Sell?