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10/03/2012

Jim Miller

aeaJim has over a decade of wholesale distribution financial advisory experience. During that time, he worked with more than two dozen leading wholesale distributors, including over a dozen "top-100" distributors in various market segments. He also worked intensively with acquirers of distribution organizations providing comprehensive industry searches, company screening, and due diligence services such as competitive analysis, profitability enhancement evaluation and growth opportunities review to corporations and private equity funds as they considered distribution-related investments.  Following his decade of advisory experience, Jim co-founded Supply Chain Equity Partners, the only private equity firm in the U.S. that was founded and built by distribution veterans and invests solely in distribution companies.  SCEP has invested in 39 distribution companies since 2008.

As a leading expert in the field of wholesale distribution, he has been a featured speaker at numerous industry conferences and events including the NAW Executive Summit, the NAW Billion Dollar Company Summit, TUG (Infor), S.I.D.A and annual executive forums sponsored by Activant and Strategic Pricing Associates. Excerpts of his work have been published in Industrial Distribution, TED Magazine, and Modern Distribution Management. He is an Associate Member of the National Association of Wholesaler-Distributors Education: J.D./M.B.A., magna cum laude, Case Western Reserve University; B.S., cum laude, Ohio Wesleyan University.

 

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Creating Competitive Advantage

Jaynie L Smith

Think you know your company’s competitive advantage? Think again.

Why should I do business with you … and not your competitor?

Whether you are a retailer, manufacturer, distributor, or service provider – if you cannot effectively answer this question, you may be missing the opportunity to maximize your potential customer base, client retention and margins.

bookThe five fatal flaws of most companies:
• They don’t have a competitive advantage but think they do.
• They have a competitive advantage but don’t know what it is – so they lower prices instead.
• They know what their competitive advantage is but neglect to consistently and effectively tell clients and prospects.
• 
They mistake “strengths” for competitive advantages.
• 
They don’t concentrate on competitive advantages when making strategic and operational decisions.

Creating Competitive Advantage reveals that identifying and touting competitive advantages – based on your customer’s perspective – is statistically proven to help your company’s marketing and sales teams close more deals, at higher margins, and stay miles ahead of the competition.

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