“If you give me a lever and a place to stand, I can move the world”. Archimedes
A Distributor CEO Query:
“Bruce, we’ve got Waypoint’s Analytics service: what is the easiest play we can do for the fastest ROI? What are the Archimedes, Big-Leverage options?” (see quote above)
Continue reading 222. The Biggest, Profit-Improvement Play Possible? →
“Everyone is entitled to opinions. But, without convincing data, my opinion wins” (Many a CEO)
This Blog’s Theory: Picking-costs for popular, small-dollar SKUs is a huge, profit-improvement opportunity.
Continue reading 221. Theories About Losing, Small-Dollar-Pick SKUs →
Selling-Model Stress Fractures?
Recent surveys find that next-gen, B2B, digital-first buyers want only-scheduled-as-needed sales rep calls. They prefer, initially, maximum e-information and real-time e-support: 24/7/365. And, texts about real issues are preferred over “how’s-it-going”, outbound phone calls. Continue reading 178. 2020 Sales Force Plans/Questions (B*) →
Principles for Innovating
Google: “Amazon’s 14 Leadership Principles”. Here’s how a distributor put them to work.
Principle #1 (P#1); “Customer Obsession”
(CEO speaking): We subscribe to a customer/SKU, net-profit analytics service. We were initially shocked by the net-profit winners and losers. But, if we were going to reinvent service-value in a Frugal (P#10) way, we should start obsessing about our most net-profitable customers and customer niches. Continue reading 176. Distributor Puts Amazon’s 14 Principles to Work →
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 →