The Economics of Channel
Distribution is purchased access to demand. Its full cost includes both visible fees and the bargaining power created by dependency.
Short field notes on business survival, eCommerce, platforms, pricing, strategy and whatever has to be reduced to the thing actually causing it.
Distribution is purchased access to demand. Its full cost includes both visible fees and the bargaining power created by dependency.
Diversification is insurance against dependency, not a moral requirement to operate in every available channel.
Markets select among organizational forms over multiple generations; equilibrium is temporary and competitive advantage decays as the environment and population adapt.
Higher-order changes can be useful descriptions of instability, but a descriptive framework becomes predictive only when it survives out-of-sample tests.
Advertising should expand and contract against contribution and realized customer value, not against a calendar budget or platform-reported ROAS.
Metrics become political when the person being measured can choose the definition of success.
Large digital platforms are self-optimizing markets with their own economics. A vendor relationship should be modeled as asymmetric exchange, not shared destiny.
Pricing is an upstream economic constraint, not a markup applied after the product exists.
Organizations can become trapped by the very processes that once made them successful.
Strategy begins by identifying what the system can sustain, not by writing down what management would like to happen.
Growth is useful only when the incremental transaction creates enough economic value to justify the capital and risk required to produce it.
A profitable growth curve can still be a cash drain when inventory and receivables absorb capital faster than the business generates it.