OPINION
knowing they are going to be disruptive in the market, but some end up being that way for one reason or another and it’s not as easy to address this as retailers seem to think. And retailers, often stuck in the middle, need support and stability to build consumer trust without constantly slashing prices just to stay competitive. The more progressive brands have recognised for a very long time now that the best way forward is to adopt a more selective distribution strategy of exclusive distributors coupled with a much deeper brand/distributor partnership. This creates clarity in the market, protects market value and gives distributors the confidence to invest in marketing, stockholding, and retailer support. A recent example of this for Madison is the distribution of Basil. Historically, nearly all the UK sales were via Amazon, but with the support and consent of Basil, we wanted to make Basil an IBD exclusive brand because we believe this approach delivers the best long-term sustainable growth for the brand, the retailer and the consumer. Rebuilding trust and value in the industry requires a mindset
should focus on long-term collaboration, not short-term sales spikes. This could mean offering exclusivity on key products, sharing marketing costs, or providing real margin protection strategies that reward loyalty rather than undercut it. Madison has long recognised that retailers are way more than just sales outlets, but as brand ambassadors and customer experience hubs. When distributors and brands recognise this, they’re more likely to provide the kind of support, staff training, merchandising tools, event support and a whole host of other actions which help retailers deliver value beyond price alone. Pre-COVID, Madison took a very bold and ambitious
www.bikebiz.com
decision to create a network of “Retail Partners” where we essentially funded the stock in store, and it only needed to be paid for when sold. There is plenty about it in the archives of Bikebiz. The aim was to create a network of well-stocked, well-merchandised retailers to give the consumer the best possible retail experience. I was convinced that if the shop could have all the stock it needed to look great without the usual financial restraint, it would deliver dividends, and in my mind, it was better to have the stock in a shop rather than in my warehouse. However, whilst in some stores it proved the concept could work and deliver amazing results, it ended up being a spectacular and particularly expensive failure, forever in the annals of Madison history! Poor inventory stewardship in retailers and in some cases, dishonesty, lead to a messy and expensive exit. But at least I tried!
If everyone in the chain is aligned around shared objectives, clear range planning and commitment by retailers, brand integrity, consumer experience and
sustainable profitability, we will stop seeing each other as competitors and start acting like true partners.
products, or potential; it lacks alignment. When retailers, distributors and brands pull in different directions, everyone loses: margins shrink, trust erodes, and consumers learn to wait for discounts instead of investing in quality. But when we work together with clarity, fairness, and mutual respect, we create a stronger ecosystem where everyone benefits. It’s time to stop asking who’s to blame and start asking how
we can build smarter, more sustainable partnerships. Because in the end, we’re not just selling bikes and bits, we’re building a culture around riding and that only works if we’re all riding in the same direction.
September 2025 | 21
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68
