I'm listening to an audio book and reading another book right now that are really making me think. The audio book is "The Outliers" by Malcolm Gladwell. The reading book is "The Post-American World" by Fareed Zakaria. Both are really good.
Mr. Gladwell's book discusses the basics of personal development and he traces several phenomena regarding some of the wealthiest people in the world, some of the successes of the really famous people like Bill Gates and Bill Joy (Sun Microsystems and the writer of Java) and how they 'happened' to get where they are today. Coincidences abound. Expertise is another strong topic. He talks about ten thousand hours of practice to get to become an expert at something. He discusses the relative merits and advantages of genius versus average and above-average intelligence. It's really interesting and gives one pause to consider the sheer number of hours we put in, especially as independent businessfolk, and just how we've spent our time. In seventeen years, I wonder if I've managed finally to become an expert at business.
Mr. Zakaria is as interesting, if not more so, regarding his analysis of the developing global economy and the United States' past, present and future positions within it. His book is fabulous. His analysis is relatively straightforward, logical and not filled with opinions or conclusions so commonly dropped into supposed historical comparisons. He simply gives facts and allows us to create our own opinions.
Both books are incredibly fascinating to me. Both give me reason to hope, especially in these currently troubled times. On the one hand, the United States remains (and will most likely continue) as the strongest economy and global influence on the planet. Zakaria's logic is really quite strong and I see all sorts of proof of this in every aspect of my life even at my current lowly level. At the same time, we have to work hard to continue to achieve this incredible dominance but we need to accept the fact that the rest of the world is indeed catching up. And as far as capability, each individual truly is. The persistence required to become an expert is the only really big thing stopping us.
What are the messages here? That we need to be efficient, positive and inventive. We need to be competitors. We need to be strong and aggressive in all of our work. Oh, and, according to Malcolm Gladwell, I coulda been Bill Gates. Well, at least I was born at just the right time.
Team Mates has been that way during the past year. We've actually been working toward this particular goal of aggressive efficiency (to coin a phrase) for several years, but we are seeing the fruits of this work pay off. I'll try to explain that a little bit more in the future but for now, suffice to say that we work hard to encourage everyone in our company AND all of our customers to push ahead, suggest, badger and work more efficiently in order for us to keep costs down, keep the damages down and keep deliveries on schedule regardless of the deadlines we set.
As we improve, we market. We work to sell our particular skills to the rest of the country and hope that there are enough people who haven't heard of us who might just want to get embroidered goods. I continue spreading the message that someone else is out there adapting to changing times, working within the changing business community to continue to survive and sell and prosper. It is, after all, what we have to do. I really really don't wanna go back to working for someone. It just doesn't sit right with me.
Thursday, March 26, 2009
Wednesday, March 4, 2009
Social Conscience
Yes, yes, it's been a long while since I've posted. (confessional here?) Strange, especially since I love to write.
Of late, though, I feel the distinct need to jump on the 'recession bandwagon' and through out about a nickel's worth of verbiage. It all has to do with the title above. Well, this particular tome will address social conscience in any case.
I've been with Team Mates for seventeen years. One of the things that we did originally, when we started doing contract work (doing work for sales people and distributors who then sold directly to client companies), was to protect our customers. At the time when we started doing that sort of work, embroiderers were sometimes prone to go direct to the customers and discount their prices in order to steal the customers, increase their sales and basically be direct competition with the folks who were bringing work to them.
I found this way of doing business to be incredibly unethical. As we grew, quite often companies would come to us directly for bids for embroidered shirts and hats and so forth and occasionally those companies were doing business with one or more of our distributor customers. Our first reaction in each and every case was to call the distributor (if they were our customer) and let them know that their pricing was being shopped. Of course, if they didn't care, we would bid the work directly, but more often, our distributor customers would thank us and get back out to sell to the companies.
There was a direct upside to that sort of process. Our own clients became more loyal. We sacrificed a few opportunities along the way, but we did increase the amount of decorating that we were able to do over the long run. Most importantly, I slept much better at night.
Today, there's a recession. Right now. At the moment I write this blog, it is happening. It is global and it is no longer possible to ignore. I'm pretty sure that it has affected every single person who is presently alive. Business is down, credit has crawled under a rock and there are programs proposed, and passed, by many governments that are designed to assist all of us in some way or other to survive and maybe to get us back to work again.
Social Conscience, though, seems not to be considered, at least not as often as it could be.
Life and business are competitions. In life, we compete for the girl, we compete for jobs, for better homes, for space on the treadmill at the gym. We send our kids to play sports, which are ALWAYS competitive. We compete for time and recognition in expressing our opinions.
In business, competition is the same. Most of the time, more than one company competes in an industry for market share, for goods and services, for employees and for customers. Each business survives through its own ability to compete, whether it be through efficiency, pricing, great advertising or just plain hard work.
Social Conscience, though, is not always considered.
As parents, we try to teach our children that when they go into the cookie jar, they are not allowed to take all of the cookies. They are taught to share. When the kids are old enough to play sports and have a game against an outclassed opponent, they are taught not to run up the score and they are also taught that everyone gets to play. It has always been that way. We teach these values because even though the temptation is there to take it all, to beat someone to death or to simply humiliate them, we are taught that the social consequence is most often a negative reaction, both personally and publicly. You just don't beat someone when they're down, unless you're a really bad person.
So what happens when a credit card company starts raising its rates to cover the large numbers of defaults it is having? And why does the credit card company locate its offices to states that have no usury laws? Why do the heads of the largest corporations in the world insist on taking bonuses that make the lottery look tiny, even in the face of the kinds of adversity that require them to go to the government for bailouts? Why, in fact, do unions (not to leave anyone out) continually negotiate higher rates, permanent jobs for every member, regardless of ability or willingness to work when the non-union employees are forced out of work because the unionized companies are going broke?
I have lots of those questions. And they all relate to Social Conscience. The basic question that leads to the ones in the preceding paragraph is this: "When is enough enough?"
We are all members of a society. We are fast becoming a global society, a global economy where competition creates a need for efficiency and cost-awareness. It also creates the possibility, especially in 'Free' markets, that people can become incredibly wealthy. They can also become extremely poor.
Trouble is, whether one allows for the global concept or insists on making their society local or national, more than one person participates in that society. That means, naturally, that there are competitors. In any competition, the Winner Takes All concept doesn't mean that you get to take everything including the winner's life. Humiliate a foe once and you either make them murderous or you make them go away. Either way, you both lose. Your society loses and eventually, even if you own your market or are the richest kid on your block, you end up with a situation where people hate you. They won't allow you to continue or, if you start making up your own laws, they'll revolt.
It goes back to that social conscience thing. We need one. I can't imagine where it seems to have gone but I see government bailout programs handing out cash like there's no tomorrow and many say it is not enough.
This goes to the high and the low ends of the economic and social scale by the way. We are all expected to take what we need. We are also charged with taking no MORE than what we need. We are not supposed to gouge, steal, vote ourselves corporate cash-gutting bonuses or golden parachutes, nor are we, if we receive unemployment or welfare, supposed to take more than what we are able to survive on. We are certainly expected to go back to work as soon as possible.
So what happened to the cookie jar here? I see a lot of companies and individuals with their hands out and their mouths open and they seem to be taking an awful lot of cookies, stuffing them in their pockets and forgetting about them. There's enough to share, you know. And we ARE all in this together.
Social Conscience. Fairness. There already IS a law about that. Or maybe it's a commandmant. Something important anyway.
Of late, though, I feel the distinct need to jump on the 'recession bandwagon' and through out about a nickel's worth of verbiage. It all has to do with the title above. Well, this particular tome will address social conscience in any case.
I've been with Team Mates for seventeen years. One of the things that we did originally, when we started doing contract work (doing work for sales people and distributors who then sold directly to client companies), was to protect our customers. At the time when we started doing that sort of work, embroiderers were sometimes prone to go direct to the customers and discount their prices in order to steal the customers, increase their sales and basically be direct competition with the folks who were bringing work to them.
I found this way of doing business to be incredibly unethical. As we grew, quite often companies would come to us directly for bids for embroidered shirts and hats and so forth and occasionally those companies were doing business with one or more of our distributor customers. Our first reaction in each and every case was to call the distributor (if they were our customer) and let them know that their pricing was being shopped. Of course, if they didn't care, we would bid the work directly, but more often, our distributor customers would thank us and get back out to sell to the companies.
There was a direct upside to that sort of process. Our own clients became more loyal. We sacrificed a few opportunities along the way, but we did increase the amount of decorating that we were able to do over the long run. Most importantly, I slept much better at night.
Today, there's a recession. Right now. At the moment I write this blog, it is happening. It is global and it is no longer possible to ignore. I'm pretty sure that it has affected every single person who is presently alive. Business is down, credit has crawled under a rock and there are programs proposed, and passed, by many governments that are designed to assist all of us in some way or other to survive and maybe to get us back to work again.
Social Conscience, though, seems not to be considered, at least not as often as it could be.
Life and business are competitions. In life, we compete for the girl, we compete for jobs, for better homes, for space on the treadmill at the gym. We send our kids to play sports, which are ALWAYS competitive. We compete for time and recognition in expressing our opinions.
In business, competition is the same. Most of the time, more than one company competes in an industry for market share, for goods and services, for employees and for customers. Each business survives through its own ability to compete, whether it be through efficiency, pricing, great advertising or just plain hard work.
Social Conscience, though, is not always considered.
As parents, we try to teach our children that when they go into the cookie jar, they are not allowed to take all of the cookies. They are taught to share. When the kids are old enough to play sports and have a game against an outclassed opponent, they are taught not to run up the score and they are also taught that everyone gets to play. It has always been that way. We teach these values because even though the temptation is there to take it all, to beat someone to death or to simply humiliate them, we are taught that the social consequence is most often a negative reaction, both personally and publicly. You just don't beat someone when they're down, unless you're a really bad person.
So what happens when a credit card company starts raising its rates to cover the large numbers of defaults it is having? And why does the credit card company locate its offices to states that have no usury laws? Why do the heads of the largest corporations in the world insist on taking bonuses that make the lottery look tiny, even in the face of the kinds of adversity that require them to go to the government for bailouts? Why, in fact, do unions (not to leave anyone out) continually negotiate higher rates, permanent jobs for every member, regardless of ability or willingness to work when the non-union employees are forced out of work because the unionized companies are going broke?
I have lots of those questions. And they all relate to Social Conscience. The basic question that leads to the ones in the preceding paragraph is this: "When is enough enough?"
We are all members of a society. We are fast becoming a global society, a global economy where competition creates a need for efficiency and cost-awareness. It also creates the possibility, especially in 'Free' markets, that people can become incredibly wealthy. They can also become extremely poor.
Trouble is, whether one allows for the global concept or insists on making their society local or national, more than one person participates in that society. That means, naturally, that there are competitors. In any competition, the Winner Takes All concept doesn't mean that you get to take everything including the winner's life. Humiliate a foe once and you either make them murderous or you make them go away. Either way, you both lose. Your society loses and eventually, even if you own your market or are the richest kid on your block, you end up with a situation where people hate you. They won't allow you to continue or, if you start making up your own laws, they'll revolt.
It goes back to that social conscience thing. We need one. I can't imagine where it seems to have gone but I see government bailout programs handing out cash like there's no tomorrow and many say it is not enough.
This goes to the high and the low ends of the economic and social scale by the way. We are all expected to take what we need. We are also charged with taking no MORE than what we need. We are not supposed to gouge, steal, vote ourselves corporate cash-gutting bonuses or golden parachutes, nor are we, if we receive unemployment or welfare, supposed to take more than what we are able to survive on. We are certainly expected to go back to work as soon as possible.
So what happened to the cookie jar here? I see a lot of companies and individuals with their hands out and their mouths open and they seem to be taking an awful lot of cookies, stuffing them in their pockets and forgetting about them. There's enough to share, you know. And we ARE all in this together.
Social Conscience. Fairness. There already IS a law about that. Or maybe it's a commandmant. Something important anyway.
Thursday, July 31, 2008
Business as usual?
I've been away. Not having had a huge readership to encourage me to keep pouring out my deepest heartfelt emotions and troubles, it would seem that summer has been much more important. The gardens needed tending. After taking some time to just simply watch plants and lilies grow, though, it is time to start thinking about business again. Re-focus would seem to be the key here.
Everyone needs some time away, even if it is only mental. I haven't taken any actual vacations during the past month but I have definitely allowed my attention to wander a bit while I just did the day-to-day stuff that needs to be done as a person involved in a small business is required to do. The rest of the work, the program and marketing development, the lead generation, the efficiency improvements, the continuing development of our operations manual and the analysis of production have all sat here on my desk while I stared out the window. And tended my gardens (gonna be on tours next year in case you're nearby). And pretty much just mentally vacated the premises.
My youngest daughter brought me back, though. We have a rather odd relationship, but I am finally getting to know her a little bit after about eighteen years of our living in separate locales. And she is eighteen at the moment. Should give you a clue as to the way life sometimes happens.
Anyway, she was walking with me in the yard and out popped the question of the day... "Dad, how come you like to garden?"
I thought about it for a minute and, being rather verbose, I'll just paraphrase the answer. Because it is constantly new. A garden varies not only from year to year, but also daily. There is always something to plant, to move, to weed out, to thing, to transplant or water or just plain enjoy. Every single aspect of it evolves and it is a small environment that is exciting at nearly every single point in a year, even if it is covered in snow.
This, of course, caused me to consider my business. Even though we have established some patterns of sales over the years, we are changing daily as well. Last night, I upgraded our accounting system. It is designed to save time but requires work. We are constantly working to focus our sales efforts and to target customers where we can, to manage our employees and provide them with better benefits. Daily, each individual has a slightly different outlook, a different attitude and even a slightly changed view of the quality and timeliness in orders. Our costs change. Sometimes it feels like trying to pick up the ocean in one hand.
That is the aspect of business that fascinates me. How do we grow steadily, how do we maintain at least a semblance of profitability when we are never entirely in control of our surrounding influences? And why do we keep plugging away at it after all of these years.
The answer, I think, lies in the gardens.
Everyone needs some time away, even if it is only mental. I haven't taken any actual vacations during the past month but I have definitely allowed my attention to wander a bit while I just did the day-to-day stuff that needs to be done as a person involved in a small business is required to do. The rest of the work, the program and marketing development, the lead generation, the efficiency improvements, the continuing development of our operations manual and the analysis of production have all sat here on my desk while I stared out the window. And tended my gardens (gonna be on tours next year in case you're nearby). And pretty much just mentally vacated the premises.
My youngest daughter brought me back, though. We have a rather odd relationship, but I am finally getting to know her a little bit after about eighteen years of our living in separate locales. And she is eighteen at the moment. Should give you a clue as to the way life sometimes happens.
Anyway, she was walking with me in the yard and out popped the question of the day... "Dad, how come you like to garden?"
I thought about it for a minute and, being rather verbose, I'll just paraphrase the answer. Because it is constantly new. A garden varies not only from year to year, but also daily. There is always something to plant, to move, to weed out, to thing, to transplant or water or just plain enjoy. Every single aspect of it evolves and it is a small environment that is exciting at nearly every single point in a year, even if it is covered in snow.
This, of course, caused me to consider my business. Even though we have established some patterns of sales over the years, we are changing daily as well. Last night, I upgraded our accounting system. It is designed to save time but requires work. We are constantly working to focus our sales efforts and to target customers where we can, to manage our employees and provide them with better benefits. Daily, each individual has a slightly different outlook, a different attitude and even a slightly changed view of the quality and timeliness in orders. Our costs change. Sometimes it feels like trying to pick up the ocean in one hand.
That is the aspect of business that fascinates me. How do we grow steadily, how do we maintain at least a semblance of profitability when we are never entirely in control of our surrounding influences? And why do we keep plugging away at it after all of these years.
The answer, I think, lies in the gardens.
Wednesday, June 25, 2008
All clothing is NOT created equal
You are a distributor (go with me here... it's a thought process). Your customer shows you a shirt and you immediately think 'this is why I hate clothing sales'.
"I bought this at Sears," he says. "Get more for me." (By the way, what he really means is that you need to get them for him cheaper).
Of course you can find them. You're super-sales person. You have experience, the ASI reference manuals at your fingertips and you can do anything. And two hours later, you are concluding that this is a complete waste of your time.
The reason you can't locate the exact same brand and color combination and set of styles or materials is simple. The shirt your customer bought was retail. The catalogs you have been searching through are corporate wholesale. And mostly, the twain shall not meet.
Retail apparel sells way better than its corporate counterparts and is far more profitable to the sellers. If you happen to locate the exact same style in a mill brand (that is, one of the major manufacturers like Hanes or Jerzees), then it probably means that the customer got the item on closeout and the emphasis on the marketing of that particular shirt is now shifting to those of us in the other part of their marketing network. We, the wholesalers and distributors to the corporate market, get the leftovers or standard stock items that don't cut into their more lucrative markets.
Pretty cheesy, huh? And it seems kind of unfair, especially if you're trying to make a living at this horrible business we so affectionately call "trinkets and trash".
Fortunately, bravery and a little bit of soft selling can get you through. And some perseverance.
All will not be sugar-coated. You simply cannot find some apparel if it is purely retail and you may never be able to price it at a lower price even if you do happen to locate it. We go back to the idea that retail sales are far more profitable than we corporate folks ever will be. There is the volume sold through retailers. Way big. This leads, of course, comes the volume of purchases that stores can make as opposed to the six or eight pieces at a time that we can. Seems like we may not be able to get a good deal that might just beat our rather retail competitors.
We're kind of stuck at times. Even offering to try to find something similar is daunting, although it is the job we do.
Sadly, there is no easy solution. The only truly successful approach I have ever taken has been to be honest with the customer and to have more knowledge. If they want to buy from, say, Land's End, it is fine. We can't. If they buy from some other retail location, again, that is all well and good. As a service, we will get the goods decorated. Otherwise, we really don't have a lot more advice to offer.
On the other hand, there are way more customers who understand and they are the ones who get the most attention. Go find a few more of them.
"I bought this at Sears," he says. "Get more for me." (By the way, what he really means is that you need to get them for him cheaper).
Of course you can find them. You're super-sales person. You have experience, the ASI reference manuals at your fingertips and you can do anything. And two hours later, you are concluding that this is a complete waste of your time.
The reason you can't locate the exact same brand and color combination and set of styles or materials is simple. The shirt your customer bought was retail. The catalogs you have been searching through are corporate wholesale. And mostly, the twain shall not meet.
Retail apparel sells way better than its corporate counterparts and is far more profitable to the sellers. If you happen to locate the exact same style in a mill brand (that is, one of the major manufacturers like Hanes or Jerzees), then it probably means that the customer got the item on closeout and the emphasis on the marketing of that particular shirt is now shifting to those of us in the other part of their marketing network. We, the wholesalers and distributors to the corporate market, get the leftovers or standard stock items that don't cut into their more lucrative markets.
Pretty cheesy, huh? And it seems kind of unfair, especially if you're trying to make a living at this horrible business we so affectionately call "trinkets and trash".
Fortunately, bravery and a little bit of soft selling can get you through. And some perseverance.
All will not be sugar-coated. You simply cannot find some apparel if it is purely retail and you may never be able to price it at a lower price even if you do happen to locate it. We go back to the idea that retail sales are far more profitable than we corporate folks ever will be. There is the volume sold through retailers. Way big. This leads, of course, comes the volume of purchases that stores can make as opposed to the six or eight pieces at a time that we can. Seems like we may not be able to get a good deal that might just beat our rather retail competitors.
We're kind of stuck at times. Even offering to try to find something similar is daunting, although it is the job we do.
Sadly, there is no easy solution. The only truly successful approach I have ever taken has been to be honest with the customer and to have more knowledge. If they want to buy from, say, Land's End, it is fine. We can't. If they buy from some other retail location, again, that is all well and good. As a service, we will get the goods decorated. Otherwise, we really don't have a lot more advice to offer.
On the other hand, there are way more customers who understand and they are the ones who get the most attention. Go find a few more of them.
Tuesday, June 10, 2008
Yes, I DO rant
Today's rant is about trust. It occurs to me that business in general is based on it. Forget the long-term supply contract, the written non-compete, the long and verbose tomes that are best kept in a safe deposit box and never spoken of because they will somehow activate and cause lawsuits of epic proportion (I always enjoy using that phrase).
Trust is about how things are done.
This particular topic arises because after three years with my credit card processing company, I have changed once more. The contract terminates this month and the processing company will be no longer. Enter new folks. They get their chance.
Why did I do this? Easy enough to explain. In a roundabout manner anyway.
We receive, as do most businesses and homes, enormous numbers of letters and solicitations, many from credit card companies, processors and advertisers. Most are not even reviewed. Most are filed in the round bin.
In January of this year, for reasons unknown, and probably because I was bored, I happened to open a note from our soon-to-be future card processing company. The note was all in fine print. It stated that, due to reasons to be explained later, they were raising our processing fee for one particular card by seventy five (75) percent (%). No explanation other than the fact that the rate was going up.
Had I not read the fine print, I probably would not have noticed this.
Fortunately, I did. I then called the processor and asked why they were doing this. They could not give a reasonable answer. After that, I requested a review and suggested that the fees they had earned last year were reasonable (hey, it's a lot of money running through the accounts!) and that they were about to lose my business if they didn't change their tune.
Usually, that is enough. Except that even though the processing company did indeed lower my rates and not make any changes, I was placed in a position of distrust. I knew that I had been treated this way once and that it was likely to happen once more. I also realized that it would be necessary forever into the future to review every single piece of mail, junk appearing or not, for my processor, just to make sure that they didn't pull some sneaky switch later on.
All for trust. Or a lack thereof.
This causes me to review our own (Team Mates) practices. Are we trustworthy? Do we ever attempt to do anything that brings on a feeling of mistrust?
Just wondering. Always.
Trust is about how things are done.
This particular topic arises because after three years with my credit card processing company, I have changed once more. The contract terminates this month and the processing company will be no longer. Enter new folks. They get their chance.
Why did I do this? Easy enough to explain. In a roundabout manner anyway.
We receive, as do most businesses and homes, enormous numbers of letters and solicitations, many from credit card companies, processors and advertisers. Most are not even reviewed. Most are filed in the round bin.
In January of this year, for reasons unknown, and probably because I was bored, I happened to open a note from our soon-to-be future card processing company. The note was all in fine print. It stated that, due to reasons to be explained later, they were raising our processing fee for one particular card by seventy five (75) percent (%). No explanation other than the fact that the rate was going up.
Had I not read the fine print, I probably would not have noticed this.
Fortunately, I did. I then called the processor and asked why they were doing this. They could not give a reasonable answer. After that, I requested a review and suggested that the fees they had earned last year were reasonable (hey, it's a lot of money running through the accounts!) and that they were about to lose my business if they didn't change their tune.
Usually, that is enough. Except that even though the processing company did indeed lower my rates and not make any changes, I was placed in a position of distrust. I knew that I had been treated this way once and that it was likely to happen once more. I also realized that it would be necessary forever into the future to review every single piece of mail, junk appearing or not, for my processor, just to make sure that they didn't pull some sneaky switch later on.
All for trust. Or a lack thereof.
This causes me to review our own (Team Mates) practices. Are we trustworthy? Do we ever attempt to do anything that brings on a feeling of mistrust?
Just wondering. Always.
Friday, June 6, 2008
A little bit of Philosophy
I am not well-read, at least in the classics area, although I do read an awful lot of trashy mystery books and such. One must entertain oneself after all.
But I get to thinking about business in general and Team Mates in particular and come up with some interesting ideas (well, maybe).
One of them is that business should be fun. Yes, it really should be.
I wrote an email reply to a client today. It was just the slightest bit caustic, but there was a point to it. The reply was a response to a demand for credit. Anyone who has ever been in business for a few years gets those sorts of, well, orders. "If you want to do business with me, you'll give me net 60 days". And, of course, they really look promising on the outside. Lots of business, even maybe a credit application that looks like they have tons of good references.
There are little signs, though. The way that the instruction is given. "You WILL give me credit." Definitely a bad sign. "I have thirty thousand dollars worth of orders to place. Don't you want them?" Gotta think about that one. Especially if business overall is down. "I always pay my bills." Oh, that's fabulous. So when?
How about this for an appropriate beginning to a new business relationship.
"Do you have a credit app? And I don't mind paying this right away in order to establish credit with you."
Expectations. I mean, give me at least a little bit of a break here. We have expectations and we even, should the need arise, do our best to raise the level of our customers' education in embroidery, to work with them to give the very best of service, and even to make them smile on occasion.
Which brings me full circle. New customer responses to simple questions like, "We don't normally do net thirty on a first order" are key to the establishment of a good business relationship and the future fun we can have. I really don't enjoy coming in to work and finding a pile of past due receiveables on my desk. I really hate struggling to make payroll while some person sits on my hard-earned cash or struggles because he's too lazy to call and collect from his customers.
Just the way it goes, I think. And today, the letter I wrote? Not all that complimentary. Hidden hopes that maybe the potential new customer might take all those huge orders down the road. Because his responses to my questions regarding credit just didn't make me feel happy. And that's my story. It is Friday. I want to be happy.
But I get to thinking about business in general and Team Mates in particular and come up with some interesting ideas (well, maybe).
One of them is that business should be fun. Yes, it really should be.
I wrote an email reply to a client today. It was just the slightest bit caustic, but there was a point to it. The reply was a response to a demand for credit. Anyone who has ever been in business for a few years gets those sorts of, well, orders. "If you want to do business with me, you'll give me net 60 days". And, of course, they really look promising on the outside. Lots of business, even maybe a credit application that looks like they have tons of good references.
There are little signs, though. The way that the instruction is given. "You WILL give me credit." Definitely a bad sign. "I have thirty thousand dollars worth of orders to place. Don't you want them?" Gotta think about that one. Especially if business overall is down. "I always pay my bills." Oh, that's fabulous. So when?
How about this for an appropriate beginning to a new business relationship.
"Do you have a credit app? And I don't mind paying this right away in order to establish credit with you."
Expectations. I mean, give me at least a little bit of a break here. We have expectations and we even, should the need arise, do our best to raise the level of our customers' education in embroidery, to work with them to give the very best of service, and even to make them smile on occasion.
Which brings me full circle. New customer responses to simple questions like, "We don't normally do net thirty on a first order" are key to the establishment of a good business relationship and the future fun we can have. I really don't enjoy coming in to work and finding a pile of past due receiveables on my desk. I really hate struggling to make payroll while some person sits on my hard-earned cash or struggles because he's too lazy to call and collect from his customers.
Just the way it goes, I think. And today, the letter I wrote? Not all that complimentary. Hidden hopes that maybe the potential new customer might take all those huge orders down the road. Because his responses to my questions regarding credit just didn't make me feel happy. And that's my story. It is Friday. I want to be happy.
Tuesday, May 27, 2008
You can pick your threads and you can pick your friends...
But you really can't pick your friends' threads. No, really. Ever tried to explain a color to someone? Tough, isn't it. And I'm not talking about the blind neighbor who really wants to know what the sunset looks like. I am truly just talking about, say, a pal on the other side of town, on the phone, who wants to know what your vegas gold thread matches. Or the one who did some t-shirts and now wants to match the t-shirt colors to a crest-sized embroidered logo but needs exact matches.
Personally, my heart kinda sinks when I get the question, "Here are the PMS colors for the design and my client wants them matched exactly."
My first thought is, well (it's a thought), I could just go out and spin some polyester right after I mix the proper colors and do a test print somewhere. That would work, right?
The answer is, um, no. Really, thread never matches ink. It just doesn't. You can take a piece of embroidery or sewing thread out in the sunlight and it looks entirely different in color than it does under fluorescents. Apart from that, it never really matches those expensive little pantone charts that are so carefully updated and handed out (or sold for lots of money).
There are close comparisons. We carry a couple of manufactured threads that provide us with reference charts. The charts are good at giving us an approximation of the color that will closely match but often, it is not exact and we have, over the past sixteen years, actually had complaints by customers who said that our thread color is way off from their own idea of the correct pantone. Some have even come in and looked at our wall of thread (over 100 colors, no waiting), and picked their own, which is always an option.
Oh, wait. We don't have every single color, either. We rarely have to go buy additional ones, but we do, on occasion, have to substitute one slightly different one, or come 'as close as possible' where necessary. But really, how many colors should one be expected to carry?
We do work hard at matching. But the very first thing we do try to do during the client education process is inform them that some compromise regarding color may be required, especially if they are doing embroidered goods for the first time. Because it just is not the same. Embroidery colors are never quite like print colors and while PMS colors are close, they are not entirely perfect. It's just the nature of the beast.
Personally, my heart kinda sinks when I get the question, "Here are the PMS colors for the design and my client wants them matched exactly."
My first thought is, well (it's a thought), I could just go out and spin some polyester right after I mix the proper colors and do a test print somewhere. That would work, right?
The answer is, um, no. Really, thread never matches ink. It just doesn't. You can take a piece of embroidery or sewing thread out in the sunlight and it looks entirely different in color than it does under fluorescents. Apart from that, it never really matches those expensive little pantone charts that are so carefully updated and handed out (or sold for lots of money).
There are close comparisons. We carry a couple of manufactured threads that provide us with reference charts. The charts are good at giving us an approximation of the color that will closely match but often, it is not exact and we have, over the past sixteen years, actually had complaints by customers who said that our thread color is way off from their own idea of the correct pantone. Some have even come in and looked at our wall of thread (over 100 colors, no waiting), and picked their own, which is always an option.
Oh, wait. We don't have every single color, either. We rarely have to go buy additional ones, but we do, on occasion, have to substitute one slightly different one, or come 'as close as possible' where necessary. But really, how many colors should one be expected to carry?
We do work hard at matching. But the very first thing we do try to do during the client education process is inform them that some compromise regarding color may be required, especially if they are doing embroidered goods for the first time. Because it just is not the same. Embroidery colors are never quite like print colors and while PMS colors are close, they are not entirely perfect. It's just the nature of the beast.
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