How Traditional Distribution May Be Holding Back Veterinary Equipment Manufacturers
In the changing landscape of veterinary equipment and technology sales, a shift is taking place—one that is challenging traditional distributor models and introducing new ways for manufacturers to bring their products to market. For years, large distributors have served as the primary channel for getting veterinary equipment into clinics, offering manufacturers broad reach but often limiting flexibility, control, and direct engagement with customers. However, as the industry changes, manufacturers are increasingly exploring alternative sales strategies that provide greater autonomy and tailored market access.
Rapidly gaining traction is the use of independent sales representatives—a model that has long been effective in human medical sales and other industries but remains vastly underutilized in veterinary equipment. Unlike large distributors managing extensive product catalogs, independent reps focus on a select group of products, allowing for more dedicated attention and consultative selling. They work closely with veterinary clinics, hospitals, and specialty practices, leveraging existing relationships that drive product adoption in ways traditional distributor sales teams often cannot.
As manufacturers seek ways to navigate industry consolidation, improve margins, and establish a more direct connection with their customers, independent reps are emerging as a practical solution. This shift isn’t about replacing distributors entirely but rather creating a more diversified and flexible approach to sales. The question now is how this model will evolve within the veterinary industry and what role it will ultimately play in shaping future sales strategies.
For manufacturers looking to expand their presence in the U.S. market, independent representation offers a promising alternative—one that may become an increasingly important part of the veterinary sales ecosystem.
The Traditional Veterinary Distribution Model—And Its Limitations
For decades, the veterinary equipment market has been shaped by national and regional distributors acting as the primary bridge between manufacturers and veterinary clinics. These distributors provide critical logistical support, warehousing, financing, and a built-in salesforce to promote and sell products. At its best, this system allows manufacturers to scale efficiently, ensuring their products reach a broad network of clinics without requiring an extensive in-house sales operation.
However, despite its advantages, this model is not without significant challenges—particularly for smaller or international manufacturers trying to establish a foothold in the U.S. market. While large, well-established brands often thrive within the distributor system, emerging companies frequently find themselves struggling for visibility and control over their own sales efforts. The reality is that many distributors prioritize products that align with their internal sales goals rather than those that might be the best fit for clinics or the most innovative solutions available. Some notable challenges of the traditional distribution model include:
Limited Attention for Smaller or Niche Brands
Veterinary distributors manage extensive product catalogs, often containing thousands of SKUs across multiple categories. Their sales teams, tasked with promoting a wide range of products, naturally gravitate toward those that require the least effort to sell—typically high-margin, high-demand items from established brands. Newer or niche products, regardless of their quality or innovation, often receive minimal attention, making it difficult for smaller manufacturers to gain traction. Even when a distributor agrees to carry a new product, it may languish in the catalog with little to no active promotion.
Lack of Manufacturer Control Over Sales and Positioning
Once a product enters a distributor’s portfolio, manufacturers often lose direct influence over how it is marketed and sold. While manufacturers may provide training and sales materials, the distributor’s internal priorities ultimately dictate which products receive the most focus. If a manufacturer’s product competes with an existing, better-established option—or if it requires a more nuanced sales approach—sales reps may not invest the effort needed to position it effectively. This lack of control means manufacturers can be left waiting and hoping for results that may never materialize.
Margin Compression and Pricing Challenges
Every additional layer between the manufacturer and the end customer adds a markup, and distributors are no exception. By the time a product passes through the hands of importers, distributors, and potentially sub-distributors, its cost may be significantly inflated. This can make competitive pricing a challenge, particularly for manufacturers who are already working with tight margins. Distributors also expect significant discounts, further cutting into profitability and leaving manufacturers with less flexibility in their pricing strategy.
Restrictive Contracts That Limit Growth
Some distributors require exclusive agreements, preventing manufacturers from selling through other channels—even if those channels could be more effective. While exclusivity can provide stability, it can also be a double-edged sword, particularly if the distributor underperforms in selling the product. In some cases, manufacturers find themselves locked into agreements that stifle their growth, with no easy way to pivot or expand their sales efforts through alternative means.
The Rise of Private Label Brands—A New Challenge for Manufacturers
A growing concern for manufacturers working with traditional distributors is the increasing dominance of private label brands. Many of the largest national and regional distributors have begun developing and promoting their own in-house product lines, often at lower price points than competing brands. This shift presents a significant challenge for independent manufacturers, as distributors now have a vested interest in prioritizing their own products over those they resell on behalf of external manufacturers.
Distributor reps are naturally incentivized to push private label products, as these generate higher margins for the distributor. This means that third-party products—especially those in direct competition with private label lines—receive even less promotional effort, training, and field sales attention than before.
Many private label brands closely mimic the features of well-known veterinary products while undercutting their prices. This makes it increasingly difficult for manufacturers to differentiate on quality and value, as clinics may default to the “house brand” recommended by distributor reps.
Distributors with their own private label lines often exert downward pressure on pricing across all similar products in their catalog. This forces independent manufacturers into a race to the bottom on price, further eroding margins and making it difficult to invest in growth, marketing, or product development.
For manufacturers already struggling to gain traction in a crowded market, the rise of private label favoritism makes traditional distribution an even less viable option. The reality is that distributors are becoming less of a neutral sales partner and more of a direct competitor, leaving many manufacturers with no choice but to explore alternative sales models—such as independent sales reps—to maintain visibility and profitability.
“There is still a big gap between how buyers want to buy and selling organizations’ ability to deliver those experiences.
Mary Shea
The Growing Search for Alternatives
These challenges have led many manufacturers to question whether traditional distribution is the best path forward, particularly as new sales models emerge. While distributors still play an essential role in the industry, manufacturers are increasingly looking for more flexible, proactive ways to engage with veterinary clinics. Independent sales representatives have stepped in to fill this gap, offering a more direct, responsive, and cost-effective way for manufacturers to get their products into the hands of veterinarians—without the constraints of the traditional model.
Independent Veterinary Sales Representatives
Operating as a self-employed professional or as part of a sales agency, independent sales professionals can be found representing multiple complementary product lines within the veterinary industry. Unlike distributor-employed sales reps, who are bound by the priorities and constraints of their employer’s vast product catalog, independent reps have the flexibility to craft personalized sales strategies, build deeper relationships with clinics, and align their efforts more closely with the goals of the manufacturers they represent.
This model mirrors the well-established independent rep system in human healthcare, where specialists represent medical devices and equipment directly to hospitals, clinics, and specialty practices—often achieving significant market penetration without relying on large distributors. Human healthcare manufacturers have long leveraged independent reps to break into new markets, drive targeted sales, and establish strong brand loyalty within clinical settings. Now, the veterinary industry is starting to take notice, with independent reps increasingly focusing on categories such as diagnostic devices, imaging equipment, surgical tools, therapeutic lasers, and practice management technology.
With the increasing complexity of veterinary medicine and the rising demand for specialized, high-value equipment, independent reps offer a consultative sales approach that goes beyond merely pushing products. Their ability to educate clinics, demonstrate value, and support customers post-sale makes them an increasingly attractive option for manufacturers seeking to bypass the limitations of traditional distribution.
Unlocking Growth: The Benefits of Independent Sales Reps for Manufacturers
For veterinary manufacturers looking to diversify their go-to-market strategies, independent reps provide a range of compelling benefits that can drive higher sales, stronger customer relationships, and improved profitability.
Focused and Dedicated Sales Efforts
Unlike distributor reps, who are often responsible for selling hundreds or even thousands of products from multiple brands, independent reps carefully curate the products they choose to represent. This selective approach allows them to develop deep product expertise, ensuring they can effectively communicate the value proposition to clinics.
Because they have skin in the game, independent reps are highly motivated to actively promote the products they sell, rather than simply listing them in a catalog and hoping clinics take interest. This means more hands-on demonstrations, deeper clinic engagement, and a stronger ability to overcome objections through education and tailored sales conversations.
Greater Market Penetration and Personalized Selling
One of the biggest advantages independent reps bring is their ability to adapt their sales approach to the specific needs of clinics. Large distributors rely on broad, one-size-fits-all sales tactics, but independent reps work one-on-one with veterinarians, technicians, and practice managers to identify pain points and recommend solutions.
This consultative approach often results in higher adoption rates for innovative products, as reps take the time to explain their benefits, provide demonstrations, and ensure clinics are comfortable integrating new equipment into their workflows. Additionally, independent reps frequently uncover hidden opportunities, such as smaller or specialized clinics that may have been overlooked by larger distributor networks.
Lower Costs and Improved Manufacturer Margins
Traditional distributors add multiple layers of cost between the manufacturer and the end-user. By cutting out the distributor markup, manufacturers have the option to:
• Reduce pricing to remain competitive while still maintaining profitability.
• Retain higher margins without having to inflate prices for the clinic.
Independent reps typically operate on a commission-only basis, meaning manufacturers only pay for results. There are no large upfront costs, storage fees, or catalog placement fees—only a straightforward sales commission when revenue is generated. This makes the model particularly attractive for emerging manufacturers looking to establish themselves in the U.S. market without making significant financial commitments to distributors.
More Control Over Sales, Branding, and Strategy
When a manufacturer hands their product over to a distributor, they often lose control over how it is positioned, marketed, and prioritized. Distributor reps sell what is easiest to move, not necessarily what is best for the clinic or the most innovative in the industry.
With independent reps, manufacturers retain far greater control over their:
• Messaging and branding – Ensuring the product is positioned correctly.
• Sales strategies – Reps work directly with the manufacturer to align on sales tactics and market approach.
• Target customer outreach – Independent reps go where the demand is instead of relying on broad, unfocused distribution efforts.
Enhanced Customer Support and Training
One of the biggest challenges of traditional distribution can be post-sale customer support. Once a clinic purchases a product, distributor reps rarely have the “bandwidth” to provide in-depth training or follow-up assistance, often leaving clinics to navigate new technology on their own if the manufacturer does not provide tech support or customer support.
Independent reps build long-term relationships with clinics, ensuring they:
• Fully understand how to use the product.
• Receive proper training and ongoing support.
• Stay engaged with the manufacturer for future upgrades or purchases.
This level of support increases customer satisfaction and significantly reduces churn, creating a more sustainable business model for manufacturers.
Think Big. Think Disruptive.
- “Masayoshi Son”
Considerations for Manufacturers Using Independent Reps
While the independent rep model offers clear advantages, it is not without challenges. Manufacturers considering this approach must be mindful of several key factors:
Finding the Right Team of Reps
Not all independent reps bring the same level of experience, industry knowledge, or relationships. The most successful reps typically have:
• Deep industry expertise and product knowledge
• Established relationships with veterinary hospitals and clinics
• A strong track record of successful sales
Manufacturers must carefully vet potential reps, ensuring they align with brand goals and have the capability to effectively represent the product.
Structuring Competitive Commission Models
Because independent reps earn solely on commission, manufacturers need to design compensation structures that are both attractive to reps and financially sustainable. Balancing fair compensation with profitability is critical to making this model work. Commission rates will vary, depending on factors such as:
• Product category and price point
• Sales cycle length
• Manufacturer-provided marketing and support
Managing Logistics and Order Fulfillment
Unlike distributors, independent reps do not hold inventory or manage shipping. This means manufacturers must have a strong logistics system in place, whether through:
• Direct fulfillment from their own warehouses, or
• Third-party logistics (3PL) providers
Manufacturers must ensure that order processing, inventory management, and shipping timelines remain efficient to avoid delays that could frustrate clinics and reps alike.
Balancing Independent Rep and Distributor Sales Channels
Many manufacturers fear potential conflicts when working with both independent reps and traditional distributors. The key to avoiding friction is establishing clear agreements on:
• Sales territories and account ownership
• Pricing protections to prevent channel conflict
• Defined roles for independent reps versus distributor reps
With a well-structured approach, manufacturers can successfully integrate both models into their sales strategy without cannibalizing opportunities
Some Final Thoughts
Traditional veterinary distributors will continue to play a vital role in the industry, providing broad reach, logistical support, and financing options that many manufacturers rely on. They remain a strong option for certain products and companies, particularly those with established brand recognition and high-volume sales.
However, the independent sales rep model offers a compelling alternative for manufacturers seeking greater control, flexibility, and direct market engagement. While this approach isn’t the right fit for every manufacturer, for many—especially those looking to establish or expand their presence in the U.S.—it can mean the difference between struggling for visibility and achieving sustained success. The key is recognizing which sales strategy aligns best with your product, market goals, and long-term vision.
Advancements in technology, e-commerce, and direct-ordering platforms are making independent sales more efficient than ever before, eliminating barriers that once made this model difficult to implement. Forward-thinking manufacturers who embrace this shift will not only gain a competitive edge but also establish deeper, more sustainable relationships with the veterinary professionals who ultimately determine the success of their products.
For those looking to navigate the evolving landscape of veterinary equipment sales, independent reps are no longer just an option—they are an opportunity.
