As I’ve mentioned above, I get it and it is what it is.
Granite/Simucube and their resale partners are all learning together and have unforseen hurdles to navigate.
Personally, I would have set things up differently but its subjective and there is no right or wrong, only what works.
Here’s my fantasy example…
In sales there’s stupid acronyms for everything. One I particularly like though is KISS. Keep it simple stupid.
I’m Granite/Simucube. I’m the “Vendor”. I want an easy life and the simplest model to control production volumes accurately as this is core to profitability. I don’t want too much or too little. Goal is 100% accuracy.
I decide to setup a distribution chain. I only want to be shipping here. This will be my single source of truth for my volumes.
In this particular case I choose SimRacing Bay to be a “Distributor” based on the fact they seem to be the best at controlling and reporting stock volume and “seem” (Im guessing) to be willing to invest.
They carry a quota. They must agree to cary an agreed number of units always at any one time. For this, they have a fixed price agreed in the terms.
“Partners” like NSH may not have the capital to hold stock. But I want as many of these setup as possible. They can support local regions in their own dialect and it opens me up to more market cap.
The best thing for me is I only deal with Partners/Clients on a techmical support level. Partners purchase their stock from the Distributor who we know have stock. The Partners have sold a unit at their mark up and place the order to Distributor. Disti ships to client.
Each layer is scalable and predictable.
This is helicopter view, the nitty gritty needs fin tuning based on all sorts from margins, shipment cost factors etc.
As we’ve already highlighted, Granite/Simucube has their priorities in order to maintain a level of success that funds the expenses of innovation and development as that’s where 30-50 Year companies are built. To that end they need to wash their hands of as much distraction as possible.