Customer Management | The Barefoot Spirit

Build Your Business using Guiding Principles – Part 2

Michael Houlihan & Bonnie Harvey — Sun, 10 Feb 2013 03:08:44 +0000

Ever wonder what goes through a creditor’s mind when they decide whether or not to give you credit? Creditors, like suppliers, vendors, and bankers who extend credit to you, are a bit anxious and for good reason. They don’t know how you’ll behave when times are tough. They don’t know if you will be a “beg pay” or worse. On the other hand, they want to increase their business with you, so they hope you will succeed and buy more of their products and services. When you grow, they grow.

How can you turn this apparent dichotomy around? How can you put them at ease with your account to get better terms, extended credit, and get real cooperation in your mutual growth? By putting yourself in their shoes, you can discover how your basic attitude toward creditors affects your credit. Here then, is our second question to help you discover successful guiding business principles:

2. Would you extend credit to yourself? Would you extend credit to a customer who falls behind in their payments, and is difficult to reach? Or would you prefer one who sees you as a strategic business partner, keeps you up to date, shares challenges and opportunities, and understands that you have bills to pay too?

Here are 4 ways we extended our credit when we were behind in our payments:

Strategic Alliances. We identified the vendors, suppliers and services our business depended on. We looked for alliances with other small start-ups and market climbers that needed our business to grow as well. Many were willing to “make an investment” in our business with favorable terms to help us get started and grow. Of course, they wanted to see some seasoning and loyalty as well, but identifying those strategic allies was critical to our success.

Quarterly Meetings. We took the time to meet with our creditors quarterly, especially during the first few years, and allay their anxiety. We showed them our plans, and how and when we expected to see return on our investment. We showed them how we were making adjustments in the ever-changing marketplace. We told them our challenges and goals, and took them in as partners.

Advance Warnings. As soon as we knew we were going to be late on a payment, we called them. We told them that we realized that they too had bills to pay and we wanted to give them advance notice so they could make adjustments to save their credit. Then we gave them a payment plan based on our receivables that would bring our account up to date. Guess what? Several of them said they not only appreciated the advance notice and plan, but also extended our credit on the spot. They said we were the kind of customers they wanted!

Pop-Up Opportunities. Sometimes we would get an opportunity we didn’t have the funds to take advantage of. Suddenly a buyer wanted a big load that pushed our inventory and credit to the breaking point. That’s when we picked up the phone and laid out the scenario for our creditors, suppliers, and vendors. We asked them all for help. Depending on the deal, they often surprised us with cooperative teamwork to make it happen.

So wouldn’t you rather extend credit to a customer who is informative, transparent, and proactive? Your creditors would too, so adjust your business philosophy to be that kind of a customer.

As we continue to explore guiding principles, we will ask two additional questions: How would you like selling to yourself, and how would you like buying from yourself?

Who We Are

Michael Houlihan and Bonnie Harvey co-authored the New York Times bestselling business book, The Barefoot Spirit: How Hardship, Hustle, and Heart Built America’s #1 Wine Brand. The book has been selected as recommended reading in the CEO Library for CEO Forum, the C-Suite Book Club, and numerous university classes on business and entrepreneurship. It chronicles their humble beginnings from the laundry room of a rented Sonoma County farmhouse to the board room of E&J Gallo, who ultimately acquired their brand and engaged them as brand consultants. Barefoot is now the world’s largest wine brand.

Beginning with virtually no money and no wine industry experience, they employed innovative ideas to overcome obstacles, create new markets and forge strategic alliances. They pioneered Worthy Cause Marketing and performance-based compensation. They built an internationally bestselling brand and received their industry’s “Hot Brand” award for several consecutive years.

They offer their Guiding Principles for Success (GPS) to help entrepreneurs become successful. Their book, The Entrepreneurial Culture: 23 Ways To Engage and Empower Your People, helps corporations maximize the value of their human resources.

Currently they travel the world leading workshops, trainings, & keynoting at business schools, corporations, conferences. They are regular media guests and contributors to international publications and professional journals. They are C-Suite Network Advisors & Contributing Editors. Visit their popular brand building site at www.consumerbrandbuilders.com.

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Timelines Are the Lifelines of Customer Satisfaction

Michael Houlihan & Bonnie Harvey — Sun, 11 Nov 2012 01:31:37 +0000

Outside contracted services do things for us that are beyond our skill set or are best done by a specialist. One frustration we, as customers, typically face is not knowing what is expected of us to get the most out of these services.

If you are in a service business, or even a production business, don’t just expect that your customers or clients know what is required of them. Let them know what, when and where they have to perform. Avoid time sensitive surprises and remove their anxiety with good advance information.

Mutual Expectations. Make it clear what you do and what you don’t do. Make it clear what your client or customer has to do. Even though it’s all spelled out in the contract, give them a quick reference, bullet point list of each other’s responsibilities.

Contacts and Roles. Just because you know who does each function on your side doesn’t mean they do. Send them a chart that clearly shows the chain of command and the division of specialties with names and contact info of all who will be responsible for their project.

Key Approvals. Identify the key decisions that need to be made in advance. Give them a list with a timeline of when their approval is required, and why. They may be new at this, or new to your company, which are even greater reasons to hold their hand. Your customer will feel you are easy to work with.

Timelines. Outline the process in a graphic form and give it to them at the outset. It should depict the duration and turnaround times for each step, the points at which their decision will be required, and the amount of time they have to make a decision in order to meet the deadline. Flesh it out early and update it often with real dates. Your client can then plan their vacations, trips and schedules so they will be available when needed.

Deadlines. In order to achieve the desired deadline that your customer desires, educate them about the milestones that must be achieved. When one is missed, immediately update your timeline with the new milestones and deadlines. It’s better to tell your customer the moment you know that there has been a delay. Whether caused by them or you, they will hold you responsible for any delay they are not made aware of.

Sole Responsibility. In the eyes of your customers, you are the one responsible for the outcome of the project – even when you sub out various parts of the job. Sub-contractors require your oversight, monitoring and vigilance. Understand your customers’ needs, what they want, why they want it, and what purpose they will put it to. Learn who their buyers are and how you can help increase their sales.

Put yourself in your customers’ shoes and imagine yourself as a first-time user of your own services. Then you will begin to understand what they need to give you the reputation you want.

Advance these courtesies up front with timely announcements, schedules, updates and reminders. Avoid anxiety that can taint the value of your product or service. Proactively answer your clients’ questions and concerns, and view the entire relationship as an opportunity for your company to gain and retain a satisfied customer.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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B2B or Not to Be? That is the Question!

Michael Houlihan & Bonnie Harvey — Tue, 24 Apr 2012 20:13:01 +0000

We often hear, “Oh, we’re B2B (business-to-business), so we don’t have to worry about customers at the general public level.” The fact is, you do.

It is an erroneous assumption that B2B is somehow insulated from the source of most income, the general public. If your client goes out of business, your B2B loses that account, and you lose an income source. Of course you need to worry!

The more your company understands and assists your clients to sustain and grow their customer base, the better your chances of keeping that revenue. Don’t be the last one to find out your client is in trouble. Be proactive and help them stay healthy so you too will benefit from their success.

Here are some ways your B2B can help your client or customer:

1. Take an interest in how they make their income, including its source. Is it another business that sells to another business that eventually sells to the public? How many layers exist before reaching the end-user? Do they sell direct to the public?

2. Take an interest in their industry, including the trends that are on the rise or decline. Are your customers experiencing rapid growth, or having difficulty maintaining their market or price points? The answers to these questions can give you a big hint about how you can possibly help them.

3. Show them how to buy your products or services to best match their current needs. When they are in a growth cycle, provide them with discounted quantity purchases. When they are struggling, provide them with longer terms. By being sensitive to their needs beyond your product or service, you help them and your company succeed.

4. Provide them with information and objective feedback. Show them that you care and act like an engaged team member. Your input will be respected since they know you have an interest in their success. You may have some insight that only an outsider could have, or you may see something in the market that they may have missed.

5. Keep your eyes peeled for talent. You may have more contacts than they do, thus, you may be aware of hiring opportunities they may not know about. Find out what they are looking for and pass the word. Strong companies and strong clients are made up of strong people. It’s their most valuable resource.

6. Call for a meeting in person, if possible. Ask about their business challenges, growth, and customers. Let them know you care about their business and are interested in helping them succeed. A face-to-face will reveal lots of information that an email or phone call can never achieve. And it helps build an invaluable personal relationship.

When you think about it, there are many ways you can help your client remain viable beyond what you are selling. You will win their loyalty and increase their purchase orders by being a real team player.

No business is truly isolated and insulated from their client’s customers. As these last few years have painfully demonstrated, we are all interdependent. The more you know about your customers, the more you can help and the more your B2B will continue to be.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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5 Ways to Increase Your Service Business

Michael Houlihan & Bonnie Harvey — Tue, 13 Mar 2012 22:01:04 +0000

In this two part series we are addressing service businesses. Last time we identified a way of classifying your clients and customers. This time we will offer some ways to increase your business.

Your goal is to get more referrals. These are new customers who were sent to you by your existing customers. They will only do that for you if their first experience was beyond their expectations.

How then can you ensure that their first experience is a good one and establish a great reputation right from the start?

1. Stop before you start. They say that 5 minutes of excellence is proceeded by an hour of preparation. Don’t open your doors until all your people know how to make eye contact, provide personalized attention, and address folks by their name. Remember your clients buy you and your people as much as the services you provide. Reinforce your staff’s positive behavior with compensation that is based on return business.

2. Be “hustlative.” They say you can tell a lot about a person just by the way they move. Are your people moving with confidence, and a lively spring in their step? Or are they sluggish? Consider how they move before you hire them. Your clients’ and customers’ first impression is made long before your people even say hello. Opinions formed at the beginning tend to be reinforced by all ensuing events. So why not start off on the “good” foot with “hustlative” body language?

3. Develop a relationship. Your customer and clients need to feel important. More than the perfunctory, “How are you today,” they want to be personally acknowledged. Remember their names and something they told you last time (even if you have to write it down). Take an interest. Let them speak about themselves. If you are interested, they will be, and this will help build the relationship.

4. Don’t just give them their money back. When folks are unhappy with your service, show them you can still make them happy. Consider giving your complaining clients free services. If you just give them their money back, they will spend it elsewhere and not recommend your business. However, if you give them free services, you can make it right, and satisfy them. They will sing your praises to their friends, family, and associates.

5. Give them a Gift Certificate they can’t use. Only their friend, family or associate can use it. People love to give things away, especially when they don’t have to pay for them. This will not only bring in more business, but it requires your client or customer to recommend your business. This builds credibility in the mind of the new referred customer, and cements the relationship with your current customer. Free services can be less expensive than advertising and are much easier to track. .

So think about first impressions. All your new first time clients are shopping. That’s how they found you. Will they stay? That’s really up to you. The way you and your people treat them will form their first and strongest impressions. You can’t unring the bell. So make its first sound music to their ears.

There’s much more to be said about service business and we will address this important part of our economy again. We hope these simple and basic steps help you get more return customers.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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How to Improve your Service Business

Michael Houlihan & Bonnie Harvey — Wed, 07 Mar 2012 16:59:09 +0000

Over half of all businesses are service businesses. These industries include many professions from legal and engineering to hair cutting and plumbing. All these services require excellent management, positive company culture, and most important, return clients.

Brian Tracy says, “If you want to be successful, ask yourself this question: How can I increase my service to my customer today?”

More than any other type of business, service businesses are reputation driven. After just two years, most service businesses are fully reliant on 80% return business. Are your clients sending in more clients?

Here are four ways to classify your clients and customers to help answer that critical question and provide some insight about your ability to satisfy them:

1. New: These folks are new to your business. They walk in the door, either because of your advertising or because of the general reputation of your business. In the early days of your business, they represent the majority of your clients. It is critical that each one of these new clients, “trying out” your business for the first time, leaves with glowing reviews to pass on to their friends and associates. But new, first time clients, can’t go on forever. Sooner or later you will go through all the new clients in your area. If you are in business for even 6 months and you still have 75% new clients, you are in trouble!

2. New Requests : These are New Clients who are requesting a specific person on your staff. This benefits the overall reputation of your business, and ultimately, its very security. The requested party needs to be rewarded for this personal reputation. Conversely, your associates who never get requested by new clients may be going through the “new” clients without them ever recommending your business or coming back to your establishment. Time to review their tenure.

3. Returns: (not necessarily requesting anyone in particular): These clients are good news – bad news. The good news is that they trust your business as a whole, without loyalty to any one particular associate. They are touting the merits of your business in general. The bad news is, if they have a bad experience, they are liable to say that the whole business is going down hill and hurt your reputation. Aside from a “New” client who is dissatisfied, that you never hear from again, “Returns” are the next most likely type to disappear. Try to find someone with whom they will be happy with as soon as possible.

4. Return Requests: These clients are returning to your business, requesting a specific person. They are loyal to the person who provided dependable and added-value service in the past. If that person leaves your business, those clients will follow him. Associates who have a large percentage of “Return Requests” should enjoy higher compensation and ultimately some equity in your company to reduce turnover. Your compensation plan should encourage this type of service professional. That plan will attract and keep the type of performers you need to grow your business. It is critical that you know early and often who they are.

The best time to find out what type of clients your service business is attracting is when they make an appointment or reservation. A few short questions at that point will quickly tell you into which category they fall. Constant vigilance and analysis of these four simple client types will give you the insight you need to craft compensation plans that get and keep return clients and customers.

Today there is much talk about Customer Relations Management, but it’s critical to step back and look at the big picture with these four general categories in mind, especially when you are in a service business.

Next time we will discuss some tips to attract new business, keep your performers, and increase your service to your customers.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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A Solid Business Foundation is Necessary for Success

Michael Houlihan & Bonnie Harvey — Fri, 02 Mar 2012 02:41:14 +0000

When you build a house, the foundation must be laid strong and straight. If it’s not, the framers try to make up for it. When they can’t, the drywall guys try to make up for it. When they can’t, the painters try to make up for it. When they can’t, you’re going to have to live with it. So rather than cause problems all the way up your structure, lay your foundations straight and true.

It’s been said that it’s not the journey of 1000 leagues that wears down the mighty soldier, but the tiny pebble in his shoe. Here are some philosophical considerations that can help lay the foundations for your business and make the journey less wearing:

1. Have you put yourself in your customer’s shoes? Does your product add value to your customer’s life? Is it dependably available? Are you willing to do what is necessary to provide exceptional customer service? How will you gain feedback and keep your product relevant?

2. Have you put yourself in your distributor’s shoes? Do you know why he would carry your product? Are you willing to help him sell it? Do you understand the processes involved? Do you know why his retail customers buy your product? It might not be for the reasons you think.

3. Have you put yourself in your own people’s shoes? What are their goals, expectations, and aspirations? What kind of training and direction do they need? Are you willing to write down policies and procedures? What kind of culture will you provide? Will they be compensated to perform?

4. Have you put yourself in your creditors’ shoes? Are you willing to provide honest communication even when you can’t perform? Are you concerned about their payables? Will your integrity give them a reason to increase your credit and terms? Would you lend money to yourself?

5. Are you willing to take a smaller slice of a larger pie? Are you willing to share in the increased profits with those who make it possible? Are you going to reduce the cost of turnover by providing financial opportunities to stay with your company?

6. Do you know how to make mistakes right? Will people be fired because they made a mistake? Will your staff hide mistakes as a result? Or will you reward those that solve potentially reoccurring mistakes by identifying how they were made and suggesting new documentation?

7. Do you understand that sales provide all the income for your business and pay all your salaries? Will you organize you company, pay structure, and culture accordingly? Will the customer be on top, then the sales and customer service people, then everyone else?

The answers to these questions will determine the philosophical foundation of your business. Everything else that follows is influenced and shaped by those answers. Make sure you have answered them honestly before you begin to structure your business. The journey is hard and long enough without a pebble in your shoe.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Improve Your Chances of Success by Starting Small and Carefully

Michael Houlihan & Bonnie Harvey — Fri, 24 Feb 2012 04:26:18 +0000

As long as your product is not in a specific market or retailer, it can’t be discontinued. Once you are discontinued you may never get back. You’ve got one shot. Take careful aim and hit just one bullseye at a time.

The shotgun approach may get you more distribution in the beginning, but, due to complications and idiosyncrasies in the distribution system, or due to you own underestimations of labor and oversight, your product can be easily discontinued in several parts of the larger market. This will give your product a stigma with new buyers that is almost impossible to live down. Even if you are lucky, it may take years to get back in.

It’s better not to be there yet, than to be there and fail. So how can you approach the roll out of your new product when you are a small, undercapitalized start-up?

Be humble. Don’t assume anything. Remember that yours is just one of the thousands of products in the system. Regardless of how good it is, or how well it’s priced, it can be lost in the shuffle, ignored by the buyers, or squashed by the competition. It’s OK not to know it all.
Start Small. Give yourself a sales area you can easily monitor and control. You will probably find that you need to get to every retailer on a regular basis. You will be surprised at what you have to do to keep your product on the shelf.
Start Slow. Do a test market to get a feel for the distribution realities. Out of Stock is the number one cause of failure for new products. The faster it sells, the more you can run out and lose your precious shelf space.
Take notes. Start a journal that can be converted to policies and procedures, check lists and sign-off sheets for later when you expand. Don’t just fix the problem. Write it down so it won’t happen again and develop your training manual.
Don’t believe everything you hear. “It just didn’t sell, you should lower the price, and send more sales materials” are the common excuses you will hear. Many times it turns out to be that it just wasn’t on the shelf at all! It never had a chance.
Do the other guy’s job. Don’t say, “I thought they were supposed to take care of that.” Your goal is sales, not blame. At first you may have to make all the sales yourself and get most of the reorders as well. You have to be there to do that.
Build a Hot Seller reputation. It’s OK not to be everywhere as long as where your product is, be it ever so small a market, it is on fire! The leg work you put into your first small markets will give you bragging rights in the next one.

Each market is different with its own peculiarities, but all markets require vigilance that requires more manpower than your small start-up can field. You may underestimate what it really takes. Brands don’t just take off. They get pushed and pulled through a complex distribution system.

Some brands are mediocre, but readily available on every shelf in America. It’s because they have excellent distribution and the merchandising forces to keep their products there. There are many wonderful, imaginative products that expand too quickly and get discontinued. They got the reputation, “they just didn’t sell.”

They can’t sell if they’re no longer on the shelf. They can’t be discontinued if they were never there. So make every small step a winner.

The big boys are looking for proven products to acquire. Proven doesn’t necessarily mean national. With even small market penetration, with repeat and loyal buyers, you can become an acquisition target, but only if you have not been DC’d. The big guy wants to expand your success with massive market penetration because he can. In fact, he views your product as more desirable when it is brilliantly executed, and there is still lots of room for him to capitalize on a proven formula.

Avoid the urge to expand too rapidly, and remember it’s easier to give birth than to raise the dead.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Positive Company Culture is critical to Growth and Survival – Part 2

Michael Houlihan & Bonnie Harvey — Fri, 23 Dec 2011 20:19:28 +0000

A company survives and grows due to sales and the loyalty of customers and staff. Sales are based on price, value, dependability, integrity, availability and perception. The basis of perception is image, networking, and more recently, the transparency of the producer.

Transparency is what the brand stands for, its authenticity, its identification with higher values, and the actions it takes to demonstrate those values.

When companies subscribe to a higher order of value, beyond the products they sell, they have an advantage in today’s marketplace. Employees excel, and tend to stay with these companies, providing long-term relationships with retail buyers, customers and complementary organizations.

The Culture of Customer Service

At the time Barefoot Wine was founded, the business model was considered radical. The founders viewed it as more of a “service” rather than merely a product. At Barefoot’s price point, which we termed the “velocity price point”, it was clear that it could not survive without becoming “America’s Personal House Wine”. From the beginning, it was understood that it had to sell massive quantities to stay in business.

“Personal House Wine” was defined as the wine one serves in one’s own house as a staple: “Tuesday night wine, picnic wine, beach wine”. It was the wine to always keep on hand. It was the brand you discovered that consistently delivered the quality and value you had come to expect from your own “personal house wine”.

The company knew that customers (“foot fans”) would be loyal to the brand as long as the price remained stable (at the velocity price point), the taste profile was consistent (delicious), and it was available and easy to buy (in stock).

The original Barefoot culture wa based on the most comprehensive definition of customer service. Imagine a company that, through worthy cause promotions, encouraged customers to go into specific retail establishments to buy their brand. Imagine a company that viewed its displays as retail entertainment, adding color, fun, and theme sets for the enjoyment of its customers! This is the ultimate in customer service to your retailer, your end-user, and to your community.

The Culture of Acknowledgement

People are motivated by goal achievement, but also by public recognition. It not only validates their creativity, but it send a message to the rest of the troops that this type of behavior is not only appreciated, but also identified and exemplified.

Appreciation goes a long way toward building team spirit and encouraging everyone on the team to be creative in a productive and fun way. They know that top management and their teammates will recognize their achievement and are not afraid to speak up about it. They are encouraged to create imaginative promotions and fun events.

Public acknowledgement, especially in written form, circulated to all staff, is validation. Employees want to know that they are contributing, and that their efforts are being appreciated. Third party validation from managers, peers, customers, associates and non-profits builds confidence to go out and do more of the same, or better! It also give your people an appreciation of what their team mates are doing to improve everybody’s circumstances.

Positive company culture is the foundation of company success. It reduces turnover, improves morale, cooperation and overall team spirit, all of which result in increased imagination and productivity. Next time we will examine the culture of Common Causes.

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Making Mistakes Right

Michael Houlihan & Bonnie Harvey — Thu, 01 Dec 2011 22:06:06 +0000

Everybody makes mistakes, so why not take advantage of them? If your company culture does not give permission to make mistakes, your staff will hide them.

They’ll want to ‘fix’ it fast and hope you never find out. They may be the only ones who know how to fix it, and they, or someone else, are likely to make the same mistake again. Here are some tips on how to turn mistakes into assets.

1) Give your staff permission to make mistakes – as long as they follow up in the right ways. All hidden mistakes hurt your bottom line and customer service because you don’t improve.

2) Don’t blame or complain about the other company when they make a mistake. Do all you can do on your end to prevent it from reoccurring in the future.

3) Make a big deal about discovering a glitch or a loophole, oversight or misread. Share with your staff your enthusiasm of discovery and the rewards it will bring to your company’s efficiency.

4) Have the staffer who made or discovered the mistake describe how it happened. Then discuss what is needed to prevent its reoccurrence. Once they realize you think its better to analyze than hide, they’ll view mistakes more positively.

5) Acknowledge the person who discovered the mistake. Make him a company hero for improving the business and customer service. This sends a reinforcing message of permission to the rest of your staff to do the same.

6) Identify all the documents that need to be amended to prevent mistakes in the future (contract clauses, policies, procedures, labels, job descriptions, checklists, signage, or sign off sheets). Then immediately make the required revisions.

7) Require everyone involved to sign off on the new policies, procedures and other documents. Include these as part of all future training. If the mistake involved a customer or vendor, tell them exactly how you have implemented changes to prevent a reoccurrence. They will see your company as more of a partner rather than an adversary.

Evolution and improvement are the natural rewards of learning from our mistakes. We are all in a constant state of improvement. We can anticipate and avoid many mistakes through education and experience. So, when they do occur, let’s make mistakes right. With an insightful attitude, your company’s next mistake can improve your business!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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Distribution: The Distance between a Great Product and a Sale – Part 2

Michael Houlihan & Bonnie Harvey — Fri, 28 Oct 2011 20:02:37 +0000

The least glamorous but most essential part of making a sale is actually getting your product to your buyer. Many great products are rotting in warehouses somewhere because their designers didn’t take the realities of the distribution system into account. Here are additional questions product producers need to consider:

6. How will you stage your product for shipment? Most products are stacked on a pallet for easy loading and unloading from a truck or container and forklift handling in a warehouse. How many items will sit on a pallet? What is the optimal shape of the package to maximize the number of items per layer and per pallet?

7. Who benefits in the distribution channel when your product sells in volume? What are the advantages to a distributer to carry your product? Does he prevent his competition from getting it? Does he have the exclusive? Is he concerned that he will build a market for your product only to lose it later? Choose your strategic alliances carefully and thoughtfully.

8. What are the alternatives to mainstream distribution for your product? Is there a start-up distributer who would give your product more attention than the big guy? Would he pay on time? Are there key retailers who will buy your product directly? Will they use your dependence on them to require you to reduce your price?

9. Will you have to program reduced prices on an intermittent basis to get the attention required to get your product sold in quantity, displayed, and advertised? Will the retailers pressure you to maintain your reduced prices beyond what you budgeted? Will they only buy when your product is on reduction?

10. Does your distributer need help? A distributer once told us, “God and distributers help those who help themselves.” With the consolidation we have seen in the past 10 years in every industry, are they overloaded and overworked already? Do they really have an incentive to build a new brand? Will you need a representative in every market your product is sold to help make the sales, get the reorders, and provide the sale support?

These considerations are critical during the inception stage of any new product. The answers to these issues may affect everything from the design of the packaging to the pricing structure. Just having a “cool” product isn’t enough. You have to say hello to your truckers, distributors and warehouse people. Knowing their jobs and their limitations will give you an advantage over your competition. You have to understand how much work you will be required to do even if you think it’s the other guy’s job.

Next time we will examine test marketing, push and pull, shelf, set, displays, and the life blood of any business, reorders. A well-designed product has to satisfy all the demands of distribution and still be a terrific product!

Who We Are

To make inquiries for keynote speaking, trainings or consulting, please contact sales@thebarefootspirit.com.

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