Contents -- Preface -- Preface to second edition -- Acknowledgements -- Part One Introduction -- 01 How to get the best out of this book -- Who this book is for -- What do we mean by business model? -- How this book is set out -- 02 The business of getting 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 comparisons -- Part Two Distributors and wholesalers -- 03 The role of the distributor -- Distributors/wholesalers -- Customer role - core functions -- Supplier role -- Supplier role - core functions -- 04 How the distributor business model works -- Role 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 them -- 05 Margins and profitability -- Multiple margins -- Gross margin and value add -- Margin mix or blended margin -- Contribution margin -- Net margin and operating margin -- 06 Working capital -- Working capital management -- Supplier credit -- Inventory -- Customer credit -- Working capital cycle -- 07 Productivity -- Earn and turn -- Contribution margin return on inventory investment -- Returns on working capital -- 08 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 basis -- 09 Managing growth -- Growth dynamics -- Internally financed growth rate formula -- Economies of scale - profitability -- Economies of scale - working capital management -- Risks of growth - diseconomies of scale -- 10 How to sell to distributors -- What we mean by selling to distributors.

The sales process -- Managing the account relationship -- Some rules of thumb for making compelling business cases -- Summary -- Part Three Final-tier trade channel players -- 11 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 industry sector or channel -- 12 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 measures -- 13 Sales and utilization -- Sales -- Utilization -- 14 Gross margins and recoverability -- Gross margin -- Recoverability -- Measures for the web-based service business model -- 15 Working capital management -- The cash-to-cash cycle -- Improving working capital -- 16 Value creation and growth -- Value creation and improving the numbers -- Managing growth - the integrated product and service business model -- 17 How to sell to final-tier trade channel players -- What we mean by selling to final-tier tradechannel 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 -- Conclusion -- Part Four Retailers -- 18 The role of retailers -- Retailers and retailing -- Online retailing and catalogue -- 19 How the retail business model works.

Role defines business model -- Earn and turn -- Layout and planogramming -- Ranging and merchandising -- 20 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 productivity -- 21 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? -- Summary -- Part Five Franchising as a route to market -- 22 Why franchise? -- What is a franchise? -- What's different about franchised businesses? -- Where does franchising make sense? -- 23 How the franchised business model works -- The typical franchise system players and their roles -- Growth and store development -- Territory and operational management -- 24 The measures that matter and how to manage with them -- Franchise outlet level measures -- Franchise system-level measures -- 25 How to sell to franchised systems -- Who's the buyer - franchisor or franchisee? -- Managing franchise system relationships at a strategic level -- Managing franchise system relationships at a tactical level -- Key Ratios -- Glossary oftechnical terms -- Index.