In the early 1980s, I bought a multi-location, contractor-supply distributor. The employees were panicked about a new owner from outside the industry. But — thanks to Customer Advisory Boards (CABs) — we all won big.
Our economy was shut-down for a year, then rebooted with massive, blunt, stimulus and build-better funds. It will take months for the supply-and-demand for both products and labor to rebalance. And it’s no secret the country is facing major labor shortages.
The “$15-hour living wage” movement will continue. It will buy votes, liquidate jobs and boost McDonald’s prices more than the new, net wages. Although many voters are weak at system-thinking math, Amazon and Costco are not.
The “$15-hour living wage” movement will continue. It will buy votes, liquidate jobs and boost McDonald’s prices more than the new, net wages. Although many voters are weak at system-thinking math, Amazon and Costco are not.
Customer-profitability analytics provide many insights for distributors. A common opportunity is an accumulated sea of small, unprofitable accounts: Minnows!
Many distributors assume they can handle one more warehouse order for free. Aren’t all warehouse operational-costs fixed in the moment? And isn’t keeping people busier good?
As consumers, we benefit from the digital disruption that continues to march through different verticals (such as newspapers, movies, music albums, travel agents, cars, stock trading, etc). But, the unchanging, traditional players died while we gained.
After World War II, when the economy tanked, the drill was to freeze hiring, maybe weed out a few, freeze all investments, cut all discretionary expenses and try not to cave on declining incentive pay that is de facto salary. Basically, wait out the recession, then get back to growing with the U.S. economy; your industry; and/or the inflation in your product lines.