Pricing Discipline in B2B Distribution
Margin in distribution is rarely lost in one decision. It erodes through discounts nobody reviews, prices that never move and customers nobody reprices.
Margin in distribution is rarely lost in one decision. It erodes through discounts nobody reviews, prices that never move and customers nobody reprices.
Equipment sold once creates revenue for a decade through consumables, service and replacement. Why the installed base is the most undervalued asset in hospitality supply.
Two businesses with identical revenue can be entirely different companies. Service intensity explains why, and why it decides what can and cannot be centralised.
Distribution agreements are quiet, contractual and rarely valued properly. Why the manufacturer side of a supplier’s business often decides what it is worth.
In hotel supply, seasonality shows up first on the balance sheet, not in the sales figures. Why stock, credit terms and cash timing decide who can serve the season well.
A direct statement of what we are building in European hospitality infrastructure, what we deliberately are not building, and the standard we want to be held to.
Linen, towelling and laundry services combine capital intensity, route density and service reliability. Why this category is structurally interesting in CEE.
Stock, payment terms and order frequency decide whether a distribution business is comfortable or fragile. A practical look at the balance sheet behind the service promise.
Building a new country operation from zero looks cheaper than acquiring one. A realistic accounting of what greenfield entry costs in service-intensive B2B distribution.
Most founders prepare for the questions a buyer will ask them. Fewer prepare the questions they should ask the buyer. Seven that reveal what will actually happen after closing.