The Distribution Rebellion

What this pack runs.

Going direct is argued as recovering the retailer's cut, and the cut was buying a bundle: demand generation, discovery, credit, fulfillment, returns, service, inventory and the risk on it. None of it stops being necessary when the retailer stops performing it — it moves onto your profit and loss, usually at worse efficiency, because you have less scale in every one of those functions than the channel did. This pack prices that bundle, returns the share of the margin that survives it, and separates the two ways a direct move fails: the unit economics, and the volume that follows you off a shelf. They fail independently and they need opposite answers. It stops on two conditions: nobody has listed what the channel does, and the acquisition cost came from customers the channel introduced you to.

The casebooks these cases come from.

The pack reads nine sourced decisions through the framework. They are drawn from these casebooks, each one a set of verified records on a single decision type.

A verified record has passed a mechanical claim-versus-source check, a second model's read, and human approval. The count is what exists today, not a target.