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FALL 2023

Distributor's Link Magazine Fall 2023 / Vol 46 No 4

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136<br />

THE DISTRIBUTOR’S LINK<br />

JIM TRUESDELL DISTRIBUTORS MOVE FORWARD WITH MARKET CHANGES BROUGHT BY PANDEMIC from page 52<br />

Now with employees looking for such flexibility in<br />

search of a work-life balance it may be time to return<br />

to that style (though being careful not to deliver it in a<br />

condescending manner). Distributors can communicate<br />

that flexibility to applicants may be a reasonable counter<br />

to their need for remote or hybrid work schedules.<br />

Some companies might look at four day work weeks<br />

on a staggered basis to appeal to the needs of Gen Z and<br />

Millenials. More extensive paid time off policies might<br />

also be called for in the new employment marketplace.<br />

Providing benefits which meet the needs of young parents<br />

could also be attractive. Staggering work hours to allow<br />

parents to match pick-up times for their children and at<br />

least partially subsidizing child care costs could make a<br />

difference. Finally, hiring interviewers should be prepared<br />

to share with applicants why it is in a beginning worker’s<br />

own interest to be part of an in-office culture. It is not<br />

just an old timer’s outdated view of the workplace but,<br />

indeed, it reflects some current feedback. A recent Harris<br />

Poll with Bloomberg shows young workers are concerned<br />

about making connections in their new jobs, receiving<br />

good feedback from supervisors, and are experiencing<br />

difficulty learning the company culture. These concerns<br />

may resonate with young job applicants. Interviewers can<br />

stress the value of the company as a good incubator of<br />

job skills.<br />

Wholesalers are experiencing disruptions in the supply<br />

chain as they have learned that delivery promises cannot<br />

always be relied upon as unexpected crises can arise<br />

both domestically and internationally. International issues<br />

and political situations mean access to certain products<br />

can disappear overnight. This is where independent<br />

distributors can really shine in securing product for end<br />

users. They can and are diversifying their product sources<br />

so they are not held hostage to the problems of a lone<br />

supplier of an item. They are also finding a benefit in<br />

opening up their relationships with key vendors by sharing<br />

data so that bottlenecks in the chain can be foreseen<br />

and alternative solutions readied for ultimate customers.<br />

They are becoming accustomed to using multiple forms<br />

of delivery by land, sea, or air so that transportation<br />

bottlenecks, labor strikes or weather will not leave<br />

product stranded. Sometimes wholesalers can stock up in<br />

advance on anticipated product needs to protect against<br />

possible congestion in the supply chain. In competition<br />

with the dominating universal product on-line sellers they<br />

still provide the product expertise and advice that can help<br />

a buyer make good product selection and receive support<br />

after the sale.<br />

Finally, wholesalers will have to demand great<br />

customer service from their own support providers. When<br />

vendors drop the ball because of their accommodation of<br />

remote work forces the distributor will have to call those<br />

vendors out and be willing to move their business to those<br />

companies who still put their customers’ needs first, not<br />

just caving to the whims and preferences of demanding<br />

workers. Eventually, there will be a return to a modicum<br />

of reality as companies who do not keep their eye on the<br />

customer will lose market share to those whose first priority<br />

is delivering timely answers and solutions to the people<br />

whose dollars make it possible for workers to have jobs.<br />

The post-covid changes in the workplace are actually<br />

playing to the strengths of independent wholesalers<br />

who are adept at fashioning solutions to meet individual<br />

customers’ problems. It may seem that companies like<br />

those in our industry are clinging to old ways by requiring<br />

workers’ on-site commitments, but some of those older<br />

styles are intended to put the customer first. Articles<br />

and speeches are proliferating in response to a social<br />

movement that looks first to the needs and desires of<br />

individual workers. That may be fine if we are willing<br />

to move to a lower level of living, achievement, and<br />

accomplishment. Those who value a successful career as<br />

an important component of a meaningful life will reap the<br />

rewards of self-satisfaction and ultimate freedom that only<br />

our free enterprise system has shown to be possible.<br />

JIM TRUESDELL

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