Four questions
- Of your top 10 brands, which ones do your people actually care about?
- The last line you added: is anyone selling it, or is it only stocked?
- Can your people support what those lines require?
- Do you see the splits your own people already know about?
The people quoting the work do not see the brands the way the people who signed the agreements do. That gap is not noise. It is the finding.
CHI Line Review
2,500 dollars Under 15 people in the organization, 1,500 dollars, reported as a firm total rather than split by role.
What you get. A survey built from your own top 10 brand list, sent to up to 100 people across the organization, compiled into a report, and walked through with your leadership in a 2 hour remote session.
Every brand carries a "we do not work with this brand" option, because nobody knows all 10, and a forced answer is worse than no answer. Scoring runs on the same 5 dimensions used on the manufacturer side: ease of doing business, pricing, support, quality, and internal promotion.
New Brand Analysis
3,500 dollars Run together with the Line Review, 5,000 dollars for both.
What you get. 4 hours of research on the brand you are considering, set against the incumbents already on your card, then a 4 hour facilitated session with your leadership, then a written decision brief.
This is strongest right after the Line Review, because your own people's scores on the brands you already carry are the yardstick. Without that, the research is desk work. With it, the session becomes a comparison between what your people reward and what this brand will actually ask of them.
Specialist Health Index
350 dollars per seat, 10 seat minimum Individual profiles, a team rollup, and a debrief with whoever runs the force.
Whether your specialists can hold an application conversation, and whether the conditions around them let them. Read SHI. We do not score candidates, at any price, because the non-punitive frame is the only reason your people answer it honestly.
For a buying group or association
1,500 dollars per member, 8 member minimum Each member gets its own card. The group gets a de-identified benchmark across all of them.
A supplier review run across a group is worth more than any single member's read, because the same brand scored across 12 organizations tells you whether the problem is the brand or the branch.
The benchmark pool
Every review adds to a pooled, de-identified database that grows with each engagement, and it is what lets your card be read against distributors of similar shape rather than against an abstract norm. Nothing in it names an organization or a person, and every report states how large the pool is and what is in it.
How candor is protected
Responses are anonymized by role. No role is reported separately with fewer than 3 respondents, and where a role comes in thin it is merged and the report says so. Leadership never learns who said what, and every respondent is told that at recruitment. Without those rules your people tell you what they think you want, and you have paid for a mirror.
Where this came from
The instrument was built from the distributor side first, as a way to evaluate brands and reps rather than to be evaluated by them. The 10 Immutable Laws of the Industrial Distribution Specialist is the text behind it, and it is the cheapest way to see how the work thinks before you spend anything.
BrandLoyalty is independent of any distributor, relationships are disclosed before contract, and no engagement puts this practice on both sides of the same relationship in the same period. The terms every engagement runs on.