“Where can I now get my Tomado drying rack?” That was my first thought when I heard Blokker had gone bankrupt. I admit I don’t frequent my nearest Blokker store in the Hoofdstraat in Sassenheim. Maybe once or twice a year, for a Curver box or a sandwich toaster. But Blokker is still part of our collective memory—a cornerstone of our shopping streets.
Experts explain why the chain went under: it failed to embrace digitalization. Blokker could have become something like Bol.com. That well-known online store initially started as a sales channel for books, founded by the German publisher Bertelsmann. That’s where the name comes from: Bertelsmann On-Line. Blokker had a much broader assortment and a much better distribution network. But the owners clung to their physical stores.
How must the news have landed at Tomado? Their distribution network of 300 stores vanished overnight. That’s a significant chunk of revenue for the Dordrecht-based manufacturer of drying racks. So, Blokker’s downfall is bad for them, bad for their customers, and bad for companies relying on Blokker as a distribution channel.
How does this reflect on the manufacturing industry? How are sales channels structured for most suppliers? Too much like the Blokker model. And that’s a risk. Whether you like it or not, you can’t ignore a good sales strategy in the face of today’s changing buyer behavior. Distribution is constantly evolving, and with it comes the need for innovation and progress.
It’s crucial to stay attuned to market trends. Are you where your customers are? In addition to your existing relationships and sales channels, explore alternative paths—like marketplaces. Bol.com works for consumers. Hectool works in a similar way for the manufacturing industry. And I believe these so-called B2B marketplaces will also transform the manufacturing sector. They offer more than just your own webshop. Hectool is the Bol.com of manufacturing—an outlet for everyone.
By the way, I just ordered my Tomado drying rack online. From Bol.com.