Demand, Not Just Distribution: The Missing Investment in Growth
Most manufacturers spend years securing distribution—but far less time ensuring their product actually sells once it’s there.
Instead of shifting strategy, companies often double down on what feels familiar. “Let’s add more sales reps and expand into new verticals.” Or, “Let’s invest in more co-op programs with our biggest distributors—even if it just means our logo ends up on their sponsored NASCAR car for one race out of dozens.” Others think short-term promotions will spark demand: “We’ll run more sales promotions—after all, distributors always tell us their customers love a good discount.” These approaches create activity—but rarely build sustainable growth.
The problem? Most distributors don’t focus on creating demand for your brand—they focus on fulfilling it.
Distributors can expose end users to new solutions, especially in technical applications where buyers rely on their expertise. But without end-user pull, even the best distributors won’t prioritize your product over what’s already moving.
If your product isn’t being requested by end users, it’s just another SKU in the catalog. And when sales stall, many manufacturers default to pushing more incentives (rebates, co-op dollars, terms & conditions) or adding even more distributors, hoping availability alone will drive growth.
But adding more distributors won’t fix a demand problem—it only spreads sales thinner.
The brands winning in distribution today aren’t just pushing their products into the channel. They’re creating demand at the end-user level—making their brand the obvious choice for distributors to sell.
The Distributor Trap: Why Push-Only Strategies Stall Growth
Many manufacturers operate under the assumption that if they continue adding push activities—more rebates, better terms, co-op dollars—they will eventually gain enough category space and preference that distributors will deprioritize other brands.
In some cases, this approach can shift distributor focus, but it’s rarely a complete solution.
- Distributors manage thousands of SKUs and prioritize what moves fastest, delivers the best margin, or aligns with their strategy
- Sales teams won’t automatically push your product—they sell what they already know and what’s easiest to position
- More visibility in the category doesn’t guarantee more sales—if end users aren’t asking for your product, it won’t move
Even when distributors promote a product, end-user adoption isn’t automatic. Many buyers look to distributors for guidance, but unless your product is solving a clear problem or creating pull demand, it risks being overlooked.
Getting end users to switch from what they’re currently using takes effort. Even with strong distributor support, manufacturers must drive demand to make the change happen.
This is why leading brands don’t just fight for distributor attention—they build pull demand that makes selling easier.
The Budget Dilemma: Why Manufacturers Struggle to Invest in Pull
Most manufacturers still overinvest in sales headcount and distributor incentives while underinvesting in demand creation. Companies justify it by saying, “If we add more salespeople, we’ll broaden our reach.” Or, “If we pump more money into distributor MDF, they’ll prioritize us.” The reality? Without end-user demand, those investments struggle to pay off.
Most manufacturers underfund pull strategies because push incentives offer immediate returns—even when they don’t drive sustainable growth. Many see pull as a long, costly endeavor, rather than an investment in lasting market demand.
But here’s the problem:
- Distributor incentives don’t create demand—end-user demand creates distributor engagement
- Without pull, push strategies are just fighting for internal mindshare at the distributor
- More distributors won’t fix slow sales—stronger end-user demand will
When Should Manufacturers Shift to Pull?
- If distributor sales teams aren’t actively pushing your product, it’s time for pull
- If sales aren’t growing despite adding distributors, it’s time for pull
- If you’re competing for a distributor’s attention instead of customer demand, it’s time for pull
The Hybrid Approach: A Turnkey Program That Works for Both Distributors and End Users
Winning manufacturers don’t choose between push and pull. They integrate both.
The best approach? A turnkey program that delivers real value.
How It Works:
- Develop a value-added program that solves an end-user pain point
- Deploy it aggressively through distributors, but also market it directly to end users
This benefits distributors because:
- It gives them something more than just another product—it’s a solution they can sell
- It helps them differentiate and build stronger relationships with customers
- It drives inbound interest, so they don’t have to create demand from scratch
Pharmaceutical Industry Analogy: What Manufacturers Can Learn from Drug Commercials
Think about those endless pharmaceutical ads on TV—the ones with happy people running through fields while a voice rattles off side effects.
Why do these commercials exist? Because even if doctors understand the treatment, consumers drive demand.
- Patients see the commercial and suddenly wonder if they have leg pain
- They walk into their doctor’s office asking about the drug by name
- Doctors—who are already overwhelmed with countless treatment options—appreciate the extra support from pharma reps who help explain the benefits
Sound familiar?
Just like doctors, distributors are overwhelmed with SKUs and can’t prioritize every product equally. The brands that win don’t just rely on distributors to push them—they create demand that makes selling easier while supporting sales teams with the right tools.
The strongest brands don’t just push products through distribution—they pull demand from the end-user while supporting distributors with a sellable program.
Pharmaceutical brands don’t just rely on doctors to recommend their products—they create direct demand so patients ask for them by name. Manufacturers must do the same, combining strong distributor support with end-user marketing to drive demand that makes selling easier.
The Right Budget Mix: Directional Guidance Based on Industry Evaluations
While the ideal balance of push and pull investments varies by industry, product type, and market dynamics, our evaluations show that high-growth brands typically follow this mix:
- Push (50-70%): Co-op, rebates, training incentives, sales enablement
- Pull (30-50%): End-user marketing, digital campaigns, field sales activation, education
This is a directional framework, but at Dorn, we benchmark specific budget allocations by channel, product category, and end market—helping manufacturers determine the right investment mix for their unique growth strategy.
The Long-Term Impact: Why a Strong Pull Strategy Creates Market Leaders
When end users request your brand by name, distributors have no choice but to prioritize you.
Instead of chasing more distributors, manufacturers:
- Gain deeper traction with engaged partners
- Stop competing for distributor attention and let demand do the work
- Prevent brand dilution and reinforce market share dominance
This is how market leaders stay on top—while others keep chasing new distributors, hoping for growth that never comes.
Final Takeaway
Manufacturers that wait too long to invest in pull stay trapped in the cycle of slow, fragmented growth.
The ones that integrate push and pull, create turnkey programs, and market directly to end users build momentum, drive demand, and win.
Winning brands take control of their demand strategy—are you?
If you missed our last article on why brands stall in distribution, read it here: