Distributors who find themselves serving as a one-stop-shop can be challenged to keep a finger on the pulse of every category. ID recently spoke with Eric Gonzalez, senior vice president, Mexico & business development for Motion, to learn more about how Motion explores new markets while also managing expectations for customers representing diverse industries.
Industrial Distribution: How are customer expectations changing across industries? Are these shifts consistent everywhere?
Eric Gonzalez: Customers expect everything right now. They’re used to ordering something online and having it at their door the next day. That immediacy has definitely raised the bar. Beyond that, we’re seeing more requests for extended payment terms and firm commitments on in-stock parts — especially for those unplanned maintenance needs. It’s a tough market to navigate. At Motion, we think of our customers as true partners, and success means striking the right balance between saying “yes” and maintaining sustainable business practices across all these demands. I try to say “yes” as often as possible. One of my favorite books is “Customer Centricity” by Peter Fader. Right-minded customers ask for the right things, and it’s a good idea to accommodate them. The book really helped me determine when and how to best serve our customers. Finally, yes, the shifts are consistent everywhere. Instant gratification, the aftermath of COVID, inflation and higher interest rates are likely the key drivers.
ID: Motion serves many industries and product categories. How do you maintain top-notch customer service across such diversity?
EG: There’s that old saying, “Jack of all trades, master of none,” but we work hard to prove it wrong. We know where we have strong footholds and double down on those areas. We lean on deep field expertise, decades of data, real customer feedback and trusted supply chain partners. Essentially, we invest in the right “crew” for each market. So maybe the saying should be, “You can be a master in many markets — just bring a different crew for each.” We put industry-specific resources where our customers value them most. And when we get it right, that success gives us the runway to explore emerging markets and new opportunities.
ID: Are there specific technologies Motion uses to elevate customer service and business development?
EG: Definitely. Technology helps us analyze market potential, build competitive advantages and give our sales teams the info they need — quickly and accurately. (Motion President) James Howe calls business development “market making,” and our tech assets are central to that. We focus on enhancing the customer experience, providing access to technical and transactional data right when it’s needed. It helps us to be agile, professional and more effective on the ground. Every employee is part of the business development endeavor — give the right talent the best tools and enjoy the ride.
ID: How do you decide which new markets or sectors to pursue?
EG: I’m a big fan of Chris Zook’s books, like “Repeatability” and “Profit from the Core.” For us, it makes sense to prioritize growth in the sectors where we already have strong market share. Imagine having the processes, tools, materials and a skilled crew ready to build a house. You build the house first, not a boat. Expanding into new markets only works well when you have proven processes, great suppliers and the right people in place. Inventory and process challenges aren’t usually hurdles for Motion; the real key is our talent. For example, high-tech segments require customized inventory and supreme field expertise. We have all the ingredients, but success depends on the “crew” of sales pros we deploy. It’s all about making a market, sector by sector, geography by geography, then repeating that success.
ID: When you’re entering or expanding in a new industry segment, how do you measure success?
EG: At the end of the day, it comes down to dollars returned and meeting the expectations of our shareholders. It’s pretty straightforward: We invest thoughtfully, prioritize well, and expect tangible results. To properly serve newer markets, it might take a few years. We don’t have to reinvent the wheel; this year, we leveraged our existing supply chain strength, identified opportunities, built local teams and enjoyed some success. Those small wins keep us motivated. Ultimately, success is about being a true market leader. For these sectors, I’ll keep measuring results and will start measuring success when we are clearly the market-share leader. Give me a couple more years.
This article originally appeared in the November/December issue of Industrial Distribution magazine. Sign up here to subscribe to ID’s Today in Industrial Distribution daily newsletter.
