Sales & Distribution Companies
You Are Moving Volume.
Are You Keeping Margin?
Sales and distribution businesses often have strong top-line numbers and thin, shrinking margins. Cole Corrigan works directly with wholesale and distribution companies to find where the spread is going and build a business that does not run entirely through the owner.
What sales and distribution owners tell Cole
The problems that keep showing up
Volume is up but margin is down
You are moving more product than ever. But the margin per unit keeps shrinking. Freight costs, customer pricing pressure, and supplier increases are eating the spread. You are working harder for less per dollar of revenue.
A few customers control too much of your revenue
Your top two or three accounts represent the majority of your volume. You know it is a risk but you have not built the pipeline to change it. If one of them shifts suppliers or goes in-house, the business is in trouble.
Cash is tied up in inventory and slow receivables
You are carrying inventory to service your accounts and waiting 45 to 60 days to get paid. Meanwhile, you are paying suppliers on shorter terms. The working capital gap is a constant source of pressure.
You do not know which accounts are actually profitable
Some customers buy a lot but require heavy service, special pricing, and frequent returns. Others are smaller but clean and easy. You are not sure which relationships are actually worth keeping at current terms.
What a Business Analysis covers
A direct look at your numbers
Gross margin by product and customer
Which products and accounts are actually profitable after freight, returns, and service costs? Where are you subsidizing unprofitable volume?
Customer concentration and revenue risk
How dependent are you on your top accounts? What is the plan if a major customer reduces volume or leaves?
Working capital and cash cycle
What is the gap between when you pay suppliers and when you collect from customers? How is that gap being funded?
Inventory management
How much cash is tied up in inventory? What is your turn rate and where are you carrying dead or slow-moving stock?
Overhead and fixed cost structure
What does it cost to operate before you move a single unit? Are your prices covering that number at current volume?
Owner and management dependency
What decisions and relationships run through you personally? Where are the systems gaps that limit your ability to scale or step back?
Not sure where to start?
Take the Business Worth Owning Score first
Five minutes. Ten questions. You will see exactly where your sales or distribution business stands on profit, control, and owner freedom before you talk to anyone.
Ready to see what is actually happening?
Request a Business Analysis
Cole reviews your financials and operations directly. No sales team. No generic advice. A real look at what your sales or distribution business is doing and what it should be doing.