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>Hi Hillary, > >Peter Drucker’s insight: Company cultures are like >country cultures. Never try to change one. Try, >instead, to work with what you've got. > >I agree with that as long as the culture isn’t >counterproductive or destructive. > >A big part of a culture is its values: what’s >considered valuable & ethical. Processes are ways to >produce & conserve what’s valued. > >Many retail processes should work for a variety of >products & customers, so you should be able to adapt >if you change product categories. > >Without a specific specialty, I don’t know which >benefits you would offer compared to the competitors >you wrote about. Flea market vendors & traveling >retailers may have specialized product knowledge. They >may be able to answer questions & give good advice. > >There are more things to consider in risk reversal >than just offering guarantees. Even if the full price >is refunded, a problem isn’t solved. If a shirt rips >because of substandard material, a customer is >entitled to a refund, but the refund doesn’t solve the >problem. > >Money, a credit or a refund check won’t cover a >person’s back or keep him/her warm. > >Here’s an educated guess (I’ve extrapolated based on >mail-order & Internet marketing): >Traveling retailers probably have office addresses; >but without physical stores, they can’t quickly remedy >problems. Maybe they can send a replacement, but it’s >not instant. > >If a customer doesn’t have enough money to buy a >replacement, s/he has to wait for a traveling retailer >to receive & inspect a returned product. Then the >financial transaction is handled. Even if a >credit/debit card account is credited, the customer >still doesn’t have the solution s/he tried to buy. To >get a problem solved quickly, s/he needs to buy a >replacement product from a different retailer who >hasn’t left town. > >I haven't bought from any of those transients, so I >don’t know what happens when products are defective. > >If this is accurate & a lawyer approves, your message >to their prospects could be: >“Saving Money Isn’t Always A Bargain >“Are you thinking of buying a ‘bargain’ from a >transient retailer? You’d be better buy at least 2, so >you might still have 1 to use while you wait for your >refund. There are reasons for products to be so cheap. >There are also reasons for things to be made in places >we can’t see. How young are the workers (slaves) who >make those ‘bargains’? How many hours per day do they >work? How much pollution is in their air & water? > >“Yes, these issues ARE important to you. It’s hard for >overworked children to concentrate on work when they & >their families are sick. When they’re distracted, they >don’t make good products. > >“Will a transient retailer talk to you about these >issues? Not unless you ask, but don’t expect real >answers. Transient retailers just want you to buy, so >they can take your money & run to the next city.” > >Since I’m not licensed to give legal advice; a lawyer >should guide you before you try attacking competitors. >But I’ll warn you- Do NOT specify a transient retailer >by name. > >As long as you don’t accuse specific retailers, if >they want to admit they resemble your remarks enough >to object, they’d be vulnerable to your criticism, >then they’d be vulnerable to public criticism. If they >don’t think they resemble an unnamed retailer you >criticize, why would they object? > >If you were to specify a business & what you claim >isn’t completely accurate you could be completely sued >for libel/slander or defamation. That's besides the >negative effects on your reputation. > >Here’s another possible theme you could test—if it’s >accurate: >“Where Do You Get The Best Value For Your Money? Going >to flea markets & buying inexpensive used items can be >fun. But some sellers are FLEE markets because after >they get your money they flee! They're gone & so is >YOUR MONEY! >“It’s maddening enough to get people’s adrenalin >flowing. Adrenalin/ epinephrine is your Fight or >Flight hormone. When you deal with FLEE markets, your >epinephrine is wasted. You can’t fight because your >enemy has taken flight. >“Some people are frustrated again when they try to >exchange cheap, worn out, broken & defective FLEE >market stuff in our store. We can’t afford to take it >in exchange because suppliers we buy inventory from >won’t accept it. We don’t offer anything that bad & >neither do our suppliers. >“We accept exchanges of products sold from our >inventory. If we’d accept FLEE market stuff, we’d be >stuck with it. We wouldn’t try to sell it to anybody. >We'd have to throw it away; so if we accept it, we’d >be throwing our money away.” >(It implies FLEE market customers threw their money >away without directly insulting them. This message >doesn’t call them fools.) > >Now back to the potential merger or store purchase- >Profitable Processes >When a person or business has a new (nascent) process, >it may be hard to determine its efficacy. A process >may only be effective (& cost-effective) when it’s >done proficiently & efficiently. Efficiency & >proficiency depend on practice & making adjustments. > >I’m using efficacy & effective to mean achieving >maximum, optimal & intended results. >I’m using efficient to mean achieving maximum & >optimal results without wasting time, money & other >resources. > >Peter Drucker’s insights: >“Efficiency is doing things right; effectiveness is >doing the right things.” >“Management is doing things right; leadership is doing >the right things.” > >You probably already know about the problems of >integrating or not integrating what people or other >businesses do. > >It’s vital—for morale & progress—to make decisions >about integration based on results, not on how the >processes were learned or developed. > >Too many people dismiss things if they weren’t >involved in creating or developing them. Even if you >know better than to do it, the other business owner & >employees may discriminate against what they think is >foreign. This is insulting for those whose knowledge >is rejected. > >Even if you buy the other store & the other business >owner works for you (as opposed to being a full >partner), you should do your best to agree about whose >processes will be used—before you make a commitment. >S/he may “understand” (assume) you intend to leave >things as they are. > >Misunderstandings can lead to seller’s & buyer’s >remorse. Legally ending the arrangement could be more >expensive—in money & time—than the merger or purchase >that started it. > >It may be challenging to objectively determine which >processes are more effective or efficient. If the >result(s) are similar, profitably produced & customers >gladly pay profitable prices for the value, some >details aren’t worth debating. But determine what >you’ll tolerate & what’s unacceptable. > >Peter Drucker’s insight: Executives owe it to the >organization & to their fellow workers not to tolerate >nonperforming individuals in important jobs. > >The only “problem” inherent in a different process may >be the hassle & expense of learning it. Whether people >consciously &/or subconsciously resist, some passively >undermine what they don’t like. They do things slowly, >they procrastinate &/or they do low quality work. > >The only “innovation” they may produce is negative. >They cost a business more than their “efforts” are >worth. > >Peter Drucker’s insight: Because the purpose of >business is to create a customer, the business >enterprise has 2—& only 2—basic functions: marketing & >innovation. Marketing & innovation produce results; >all the rest are costs. Marketing is the >distinguishing, unique function of the business. > >To positively differentiate your store(s) for >consumers, you need real solutions worth marketing. > >Differentiation as an employer can help you retain & >recruit good workers. But sometimes, people won’t like >tasks or ways (processes) they’re expected to do >tasks. They may adamantly believe their way of doing >things is better. Or they may disagree about how >necessary some tasks are. > >It’s great to have a fun job & business, but sometimes >we (& employees) need to put up with hassles involved >with creating value. We need to learn to do things to >solve customers’ problems even if it doesn’t >immediately solve our problems. > >If your potential partner & employees won’t do what >creates more value for customers, it’s best to know it >early so you don’t make the wrong decisions. > >Dennis S. Vogel >thrivingbusiness@email.com >Use every resource you can to form a competitive >advantage & make it stronger. Don't try to compete >with outdated “advantages” because if you do, your >business will be outdated. You can gain valuable >insights by using my free information web site & >discussion forum. >http://www.lakefield.net/~thrivingbusiness/ >http://www.voy.com/31049/

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