Consolidation in the wholesale sector is gaining significant momentum. Bankruptcies, portfolio streamlining, and closures: Many companies are already feeling the effects.
What is often overlooked is this: Demand doesn't disappear. It shifts.
It is shifting to other retailers, single-brand stores, or digital channels.
At the same time, companies are increasingly losing control over visibility and customer access. Those who fail to take proactive steps today will be left behind structurally tomorrow. Real-world experience reveals a clear pattern: Dependence on the wholesale market often only becomes apparent when the first partner drops out. That’s when frantic, reactive measures begin.
What matters is clarity in two dimensions:
Managing Channels: What role will each channel play in the future?
Driving Revenue: Where are the risks, and how can demand be strategically directed?
Specifically: Assess the role and potential of each channel, quantify revenue risks for each wholesale partner, and develop measures to redirect demand, including pragmatic KPIs and management logic.
“Own the customer—not the channel.” Lasting impact is achieved through consistent, operational management.
How are you currently managing wholesale risk? Do you view the shift in demand as a threat or an opportunity? We look forward to discussing this with you.
You can find the link to our current reference here: https://thecommerce.company/referenzen/kundenzentrische-kanal-und-umsatz-steuerung/
TCC combines a deep understanding of retail with the ability to drive complex change in a structured and pragmatic manner. We particularly appreciate that the team sets clear priorities, involves our employees, and translates strategic goals into concrete steps. Working together as equals and consistently focusing on feasibility make TCC a strong partner for us.
TCC combines a deep understanding of market and retail trends with in-depth knowledge of the retail landscape and its key players. What I find particularly valuable is the team’s ability to quickly grasp the specific challenges facing an FMCG company and use that insight to develop concrete, practical action plans for collaborating with retailers. This combination of strategic vision, market knowledge, and a focus on execution makes TCC a strong partner.
TCC supported us in evaluating expansion options and throughout various commercial due diligence processes involving several—in some cases complex—transactions. We particularly appreciated their insight into the relevant European markets, their deep understanding of our business model, and their extensive expertise in identifying and evaluating potential synergies. Our collaboration was always professional, collaborative, and results-oriented.
Working with TCC was a great choice for us. On a professional level, they were absolutely impressive—highly effective in execution and with a clear understanding of our business. And, just as important, the collaboration between our team and TCC went extremely well: they were friendly and focused—even when dealing with difficult topics.
Our collaboration with TCC is characterized by a very positive, trusting, and personal working relationship. The supplier negotiations we conducted together have made a significant contribution to EBIT —while also fostering a noticeable learning curve within the team and ensuring a fair distribution of profit sharing.
Based on a long-standing, trusting, and successful partnership, I am always happy to turn to the TCC team for guidance on strategic issues— they are distinguished by their in-depth knowledge of the retail industry and their particular strength in developing tailored solutions and implementing viable strategies.
Whether it’s a strategic realignment, a transaction, or a transformation.
We listen before we advise.
