Voice commerce is growing with Gen Z
eMarketer reported that voice shopping is not yet a major commerce channel, but Gen AI and Gen Z could change that. Studies show that voice assistance usage is growing at about three times the rate among Gen Z compared to other cohorts. Brian noted that one of the best use cases in B2B is a field worker like an installer who does not have access to a screen and needs to order a part. Voice recognition has become good enough to make this a viable option.
Channel conflict defined
Wikipedia defines channel conflict as occurring when manufacturers or brands disintermediate their channel partners by selling products directly to buyers through general marketing methods or over the internet. Brian noted this is a classic challenge that has caused consternation because ecommerce provides a dramatic opportunity for many companies. Incisiv research found that 34% of manufacturers not selling on Amazon cited fear of conflict with other sales channels as their primary reason.
The channel is already disrupted
Andy argued that the trap is extrapolating from the present to the future instead of thinking from the future back to the present. Customers want to buy direct from brand manufacturers, period. Some will pay a premium for the privilege. Meanwhile, distributors sell private label products that compete with their suppliers. The notion that the channel is pristine and undisrupted is an illusion.
All of your distributors are doing private label, so they are selling their own version of what you’re doing. How is that not disrupting the channel?
Andy Hoar, Master B2B
It is not primarily about price
Forrester research found the top two reasons customers shift to buying online are convenience and speed, both exceeding 50% in surveys. Price was less important. Brian noted that manufacturers get caught up on the price competition concern. In B2B, buyers spend company money, not their own, and getting products quickly to complete projects often matters more than saving a few cents. A dollar today is worth more than a dollar tomorrow when you have revenue-generating work to complete.
How to sell direct and manage conflict
The hosts and community members outlined several strategies. Implement and enforce minimum advertised price policies across all channels, including the brand itself. Use sales channel agreements with legal teeth rather than unenforceable policies. Vary assortment by channel to complement rather than duplicate distributor inventory. Take control of marketplace channels to prevent unauthorized sellers from undermining pricing. Be mindful of B2B pricing behind logins where customer-specific pricing applies.
Terms and conditions usually have more teeth than MAP because it’s a contract.
Ryan Weller, Adidas
Distributors have advantages too
Rick Wingender from Mueller Sports Medicine noted that reducing contact points for customers is a losing strategy. Sometimes the distributor or dealer is a better contact than the manufacturer. Distributors can offer multiple products, local services, and deep domain expertise. These are the value-added services they should emphasize rather than competing on price alone. Brian agreed that this levels the playing field in a way that empowers distributors with clear differentiation.
Poll shows unanimous support for direct selling
A Master B2B LinkedIn poll asked whether concerns with channel conflict should prevent B2B companies from selling directly to end buyers via ecommerce. The result was 100% said no, it should never prevent direct selling. The hosts noted this may reflect a selection bias among respondents already convinced of the argument, but they found it notable that not a single person defended the position that conflict fears should block direct commerce.