Our brains are wired to duck before we rationally understand what’s coming.
Our fight-flight-or-freeze wiring also focuses and intensifies our thinking on present danger: “tunneling”. So! All-hands-on-deck for navigating the C-19 pandemic! And, striving to be a hero in “the now” is even addictive.
The C-19 pandemic has popped the global, bubble economy. The just-in-time, supply chains and economies loaded with too much debt are all disrupted. Most of the global economy is locked-down. How will the New Normal economy emerge? No one knows. Guesses abound.
Continue reading 187. C-19 in 5 steps: DURRR (Downsize, Upgrade, Refocus, Renew, Reinvent)
The unprecedented, C-19, shut-down economy is here. Minimize downside hits, while maximizing upside opportunities! How exactly? Here are some moves that distributors have shared with me:
Continue reading 184. C-19, Distribution, Improvisation Measures
A few distributor CEOs have mentioned to me: “moving Rocks in 2020”. Are the “10 Rockefeller Habits” gaining some popularity? In that scheme, “Rocks” are the most-important, non-negotiable objectives. Will the harder, tougher term – “Rocks” – make 2020 resolutions more successful than past year vows?
Calendar-year distributors: what’s your planning routine for 2020? Is it forecasts, goal setting and budgets, to beat last year by trying harder? Plus, what big-new-competitive-advantage experiments will you be trying? If you aren’t planning something a bit scary, then you are doing same old stuff in new clothes to get fading results. Continue reading 177. Scary Strategic Questions for 2020 (A)*
Calendar-year distributors: what’s your planning routine for 2020? Is it forecasts, goal setting and budgets, to beat last year by trying harder? Plus, what big-new-competitive-advantage experiments will you be trying? If you aren’t planning something a bit scary, then you are doing same old stuff in new clothes to get fading results. Continue reading 177. Scary Strategic Questions for 2020 (A)*
Valuations for WeWork, Uber, Blue Apron, etc. have been tanking. They all prove that a company’s business service-cost model can’t spend more costs on a unit of activity than the unit’s margin-dollar content, and then make it up on volume.
The same economic reality hit many retail dotcoms back in 2000. Remember eToys? In ’99, they were averaging $20 in margin per order while spending an all-in cost of $300 per order for fulfillment.
Continue reading 175. Melting-Unicorn Wisdom for Distributors