{"id":571,"date":"2022-12-27T17:10:11","date_gmt":"2022-12-27T17:10:11","guid":{"rendered":"https:\/\/mattersgraph.com\/?post_type=insight&p=571"},"modified":"2026-04-09T01:42:01","modified_gmt":"2026-04-09T01:42:01","slug":"by-nature-its-the-channel-and-a-leading-value-gen-lever","status":"publish","type":"insight","link":"https:\/\/mattersgraph.com\/fr\/insights\/by-nature-its-the-channel-and-a-leading-value-gen-lever\/","title":{"rendered":"033\u00a0: Par nature, c\u2019est le canal (et un levier de g\u00e9n\u00e9ration de valeur majeur)"},"content":{"rendered":"

L'entreprise cible \u00e9volue sur un march\u00e9 porteur (conjoncture favorable, segments pertinents, etc.), propose des produits qui attirent une client\u00e8le de valeur, son offre est diff\u00e9renci\u00e9e et son \u00e9quipe dirigeante pr\u00e9sente un excellent plan de croissance. La rentabilit\u00e9 par unit\u00e9 est solide et l'analyste peut raisonnablement conclure qu'il s'agit d'une opportunit\u00e9 exceptionnelle. Une belle d\u00e9couverte et des perspectives prometteuses.<\/p>\n\n

Cependant, lorsque nous examinons les programmes de diligence raisonnable, nous constatons qu'un aspect de la diligence raisonnable commerciale est g\u00e9n\u00e9ralement insuffisamment pris en compte\u00a0: le canal de distribution.<\/p><\/div>\n\n

\n\n

La plupart des \u00e9quipes d'investissement s'appuient sur les r\u00e9seaux d'experts pour comprendre le fonctionnement du canal. Chez GRAPH, nous n'avons jamais men\u00e9 \u00e0 bien une analyse commerciale sans recueillir de pr\u00e9cieux t\u00e9moignages de clients issus des principaux canaux de distribution de la cible. Mais qu'en est-il de\u2026 On n\u00e9glige souvent l'exercice analytique qui consiste \u00e0 mesurer la force relative et l'avantage concurrentiel de l'entreprise sur les diff\u00e9rents canaux de distribution. <\/strong>Sur un horizon de cinq ans, parmi les concurrents qui, pour la plupart, poss\u00e8dent les attributs positifs mentionn\u00e9s ci-dessus, avantage relatif du canal<\/em> <\/strong>Il s'av\u00e9rera souvent \u00eatre le facteur d\u00e9terminant pour savoir qui gagnera le plus \u2013 et \u00e9ventuellement qui finira par se constituer un avantage concurrentiel durable g\u00e9n\u00e9rant des rendements plus stables.<\/p>\n\n

Si vous r\u00e9fl\u00e9chissez aux rendements et aux entreprises que vous admirez le plus, je soup\u00e7onne qu'il ne s'agit pas de celles o\u00f9 l'op\u00e9rateur a \u00e9t\u00e9 le premier \u00e0 acc\u00e9der au march\u00e9. Ce ne sont pas celles qui r\u00e9pondent simplement \u00e0 un crit\u00e8re de r\u00e9f\u00e9rence commun.\u00a0\u201c Ils savent comment jouer sur cette cha\u00eene. \u201d\u00a0<\/em> En r\u00e9alit\u00e9, la plus grande victoire est celle de l'entreprise qui r\u00e9duit ses d\u00e9penses.\u00a0ma propre cha\u00eene<\/em>\u00a0et la lecture unique de la cha\u00eene en elle-m\u00eame offre suffisamment\u00a0petit, mais utile,\u00a0<\/em>Les avantages offerts aux clients peuvent influencer leurs pr\u00e9f\u00e9rences. Prenons l'exemple de Microsoft et de sa strat\u00e9gie initiale visant \u00e0 convaincre IBM de pr\u00e9installer MS-DOS sur ses PC (une version modifi\u00e9e de 86-DOS, d\u00e9j\u00e0 disponible chez Seattle Computer Products). Il est naturel de rechercher tous les avantages connus et disponibles pour r\u00e9pondre \u00e0 ses besoins, mais la notion de \u2018\u00a0connu et disponible\u00a0\u2019 d\u00e9pend de ce qui est \u00e9vident et pr\u00e9sent au moment o\u00f9 les clients entrent sur le march\u00e9. C'est l\u00e0 que le r\u00e9seau de distribution intervient, et c'est l\u00e0 que r\u00e9side l'opportunit\u00e9 pour ceux qui con\u00e7oivent un r\u00e9seau de distribution performant et avantageux.<\/p>\n\n

Lors des discussions sur les canaux de distribution, la plupart des participants interrogent les dirigeants op\u00e9rationnels et les experts du secteur dans le cadre de l'audit pr\u00e9alable, et se concentrent sur le flux allant de l'usine au bon de commande. Or, l'analyse devrait commencer \u00e0 l'autre extr\u00e9mit\u00e9\u00a0: chez le client. L'audit pr\u00e9alable permet de suivre les activit\u00e9s depuis l'identification et la r\u00e9solution du besoin jusqu'\u00e0 l'achat final (et de recenser les cas o\u00f9 les prospects r\u00e9duire <\/em>leurs efforts pour d\u00e9couvrir et\/ou acheter. Un canal devient un facteur de diff\u00e9renciation de la performance commerciale lorsque les producteurs con\u00e7oivent leur canal pour \u00e9liminer les obstacles.<\/p>\n\n

Je recommande deux activit\u00e9s pr\u00e9cieuses et relativement faciles \u00e0 r\u00e9aliser dans le cadre d'une diligence commerciale.<\/strong>:<\/p>\n\n

    \n
  1. D\u00e9finir et mesurer l'avantage relatif du canal, c'est-\u00e0-dire\u2026
      \n
    • \u2026la mesure dans laquelle l\u2019approche de Target Co. en mati\u00e8re de canaux de distribution cr\u00e9e une diff\u00e9renciation <\/strong>avantage pour les clients<\/em>; <\/strong>et<\/li>\n\n\n\n
    • \u2026<\/strong>comment la soci\u00e9t\u00e9 cible se positionne par rapport \u00e0 la concurrence sur ce front<\/li>\n<\/ul><\/li>\n<\/ol>\n\n

      Notez que nous ne faisons pas r\u00e9f\u00e9rence \u00e0 la diff\u00e9renciation des produits ci-dessus.<\/p>\n\n

        \n
      1. Obtenez des informations aupr\u00e8s des clients (leurs besoins et points de friction) qui devraient orienter le plan de cr\u00e9ation de valeur sur la mani\u00e8re de se d\u00e9marquer pour obtenir un avantage concurrentiel relatif au sein du canal, puis d\u00e9finissez\u2026
          \n
        • \u2026\u00e9tapes cl\u00e9s sp\u00e9cifiques et indicateurs de performance cibles<\/li>\n\n\n\n
        • \u2026des objectifs inspirants \u2013 par exemple, pouvons-nous passer de la 3e place sur le march\u00e9 \u00e0 la 1re et construire un v\u00e9ritable avantage concurrentiel ?<\/li>\n<\/ul><\/li>\n<\/ol>\n\n

          Pour plus de clart\u00e9 \u2013 bien que notre r\u00e9f\u00e9rence au canal dans cette discussion inclue les entit\u00e9s de revente, elle doit \u00e9galement inclure les moyens divers et plus cr\u00e9atifs qu'une entreprise peut utiliser pour atteindre et capter l'attention des d\u00e9cideurs les plus pertinents et des influenceurs critiques afin de stimuler la notori\u00e9t\u00e9, la disponibilit\u00e9 et l'achat (c'est pourquoi les produits \u00e0 effets de r\u00e9seau deviennent de si grands gagnants \u2013 car les clients deviennent eux-m\u00eames un \u00e9l\u00e9ment essentiel du canal).<\/p>\n\n

          Peu importe o\u00f9 se situe Target Co. sur le graphique en termes de mesure de r\u00e9f\u00e9rence (par rapport \u00e0 un avantage quelconque en mati\u00e8re de canal), le cadre analytique et les recherches primaires sous-jacentes aupr\u00e8s des clients devraient servir de base \u00e0 l'\u00e9laboration d'un plan sur deux ou trois ans alignant le conseil d'administration et la direction sur les actions sp\u00e9cifiques indiqu\u00e9es, les indicateurs trimestriels et les attentes en mati\u00e8re de gains.<\/p>","protected":false},"excerpt":{"rendered":"

          L'entreprise cible \u00e9volue sur un march\u00e9 tr\u00e8s porteur (par exemple, des tendances favorables, le(s) bon(s) segment(s), etc.), propose des produits qui attirent une client\u00e8le de grande valeur, et l'analyse pr\u00e9alable indique que sa gamme de produits est diff\u00e9renci\u00e9e\u2026<\/p>","protected":false},"author":[39],"featured_media":0,"template":"","meta":{"featured_image_background_position":"","promoted":false,"promoted-priority":0,"footnotes":""},"sector":[],"topic":[113,98,86,108,57,67,51],"audience":[],"insight-category":[144],"class_list":["post-571","insight","type-insight","status-publish","hentry","topic-channel","topic-competitive-position","topic-market-share-capture","topic-multiple-expansion","topic-purchasing-decisions","topic-value-development-generation","topic-value-proposition","insight-category-competitive-position","author-mark-stein"],"yoast_head":"\n033: By Nature, it\u2019s the Channel (and a Leading Value Gen Lever) - Matters Graph<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/mattersgraph.com\/fr\/insights\/by-nature-its-the-channel-and-a-leading-value-gen-lever\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"033: By Nature, it\u2019s the Channel (and a Leading Value Gen Lever) - 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