If you're a manufacturing company of consumer products that require professional installation, you've likely at some point contended with the radical idea of bypassing the distribution chain and going straight for the end customer. Let's at least agree on one thing: it’s a radically different model.

The arguments for it are strong, however. No distributed sales model can ever compete with the profit margins direct sales promise. Owning the customer relationship also opens new revenue stream opportunities through subscriptions, maintenance contracts, and value-added services. And what investor would be opposed to higher and more consistent cash flows?

You know plenty of OEMs that have jumped on the direct-to-consumer train and are reaping the rewards. And you know it instinctively too. The newer generations won't accept anything less than a highly polished digital purchasing journey. You're on board. It’s time to become fully customer-centric. All of these benefits are within reach, you just need to prioritize correctly.

But then the realization creeps in. How would your customers react? You know, the ones that actually buy your products in huge quantities? The customers who currently hold a gut-wrenching amount of your products in stock with a return policy that could throw your business into crisis? And here comes the kill shot: they also own all the installer relationships.

And that’s when the proverbial lid is invariably put on. Executives agree to circle back next year, yesterday’s enthusiasm is forgotten like day-one of the post-quarterly OKR cycle, and everybody goes on with their business until the next news story breaks about how manufacturer X defied all business sense and emerged victorious with record-breaking profits. And the process repeats.

But what if you could have your cake and eat it too?

What if I told you that you could serve customers directly, with full support and encouragement from your entire channel partner network?

It Doesn’t Have to Be All or Nothing

I believe many manufacturing companies hesitate to even explore a more direct engagement model simply because of long-standing assumptions.

"We're a manufacturer, not a retailer."

At the end of the day, you're a company. While inertia and deep-seated business views are strong forces, there's nothing stopping you from evolving, even if that business model has no formal name.

"Our channel partners would never allow it."

Not if you start directly competing with them. But what if you structured it to generate demand and drive business toward them?

"We'd have to turn our company completely around."

Not necessarily. You just need to remember who you're creating your products for.

If you start looking at this as a spectrum rather than a binary decision, you’ll quickly realize there are many ways to get closer to your customers without sacrificing your distribution relationships.

On the flip side, if you continue to let third parties dictate how your products are sold, you will keep giving up control over pricing, customer data, and brand loyalty. And for some, that means becoming a commodity, measured only on specifications, one product among many in a thick catalog.

From Push to Pull

Most manufacturing companies are set up in the same way. How many times have you heard a consumer appliance manufacturer say: "we aren’t a customer-facing company"?

It’s strange, isn’t it? A company that creates products for consumers but doesn’t want anything to do with them. Products are marketed and sold with wholesalers and distributors in mind, while the end customers, the people who actually use them, are seen as burdensome and a cost center.

Meanwhile, those same wholesalers and distributors push multiple brands. Their loyalty isn’t to you; it shifts based on margins, incentives, and market trends. If you aren’t actively creating demand, you’re at their mercy.

But what if you controlled that demand? What if, instead of hoping wholesalers push your product, you pulled customers toward it first?

When a customer needs a heat pump, an EV charger, or a water heater, they don’t care who your wholesaler is. They care about finding a product that meets their needs. But if your consumer touchpoints only serve as a showroom and then redirect the customer to a distributor, how do you know if they actually buy your product?

If your competitors are guiding customers from awareness to purchase while you’re relying on the distribution chain’s goodwill, who wins? The company that controls every step, from demand generation to fulfillment and aftersales services, or the one that builds brand awareness for the distribution chain and hopes they stay the favorite child until something better comes along?

How to Start

Fixating on the customer isn’t all that difficult. If you've invested in your brand, chances are people already recognize you. That means hidden revenue is waiting to be captured. Here’s how:

Center Your Marketing Around Lead Generation

Ensure that every interaction with your brand includes a way for customers to take action.

• Social media posts? Include a link to an interest form.

• Trade shows? Use QR codes that direct visitors to an inquiry page.

• Digital ads? Ensure there’s a clear next step.

• Support team email signatures? Include a call to action.

Build an Installer Network That’s Ready to Act

Consumer purchase intent is like fresh produce, wait too long, and it spoils. You need a strong installer network in your key markets so that you can guide customers through an easy purchase and installation process.

Control the Post-Sale Experience

Ensure customers associate their great experience with your brand, not just the installer. Offer follow-ups, warranties, and customer support that reinforce brand loyalty.

Eliminate Information Gaps

Make it effortless for customers to buy your products. Provide a clear, streamlined purchase and installation process so all they have to do is say yes.

Notice that none of these steps involve bypassing your distributors. The customer still buys from an installer, who purchases from a distributor, who sources from you. All you’ve done is introduce an interest form, and taken control of demand generation.

This is how you generate pull from the market.

Why Now Is the Best Time

Look around. What’s the single most valuable commodity today? Convenience.

People will always choose the path of least resistance. To win, you need to offer instant access to your products. Speed matters. Don’t make customers think, give them a hassle-free purchase and installation process through your installer network, and they’ll choose you.

Because if you’re not making it easy, someone else is. And once customers experience a seamless buying journey, they won’t settle for less.

Your competitors are already working on this. The manufacturers that prioritize customer experience, smooth purchasing journeys, and integrated fulfillment networks will define the future of your industry. Those that resist change will become increasingly dependent on channel partners who may or may not prioritize their brand.

Take Control of Demand

You don’t need to dismantle your distribution channels to serve customers effectively. What you do need is to stop leaving customer relationships in the hands of third parties.

And here’s the best part: you don’t have to build this infrastructure from scratch. Installer.com already exists as a turnkey fulfillment solution, bridging the gap between customer demand and product installation.

Your role is simple: commit to serving your end customer.

This is the future. The shift is already happening. The only question is: will you lead it or get left behind?