Jordy Gamson So there are lots of things, challenges, I mean, there are lots of challenges. So you have a lot of things going on. So we're in a COVID environment right now. So there's a lot of fluidity in different brands. You have certain companies that are changing personnel, downsizing, rightsizing, whatever. So you have to stay on the relationships because if you have a single-point relationship, there could be some vulnerabilities there. We have to make sure that we are building a broad breadth of relationships within any organization you have within the locations of the types of customers that we attracted. A lot of them are franchise organizations with locations all over the country and even beyond. So with the Wayfair Act, you have to keep up with all the sales tax stuff, which is a little cumbersome. You have to make sure that inventory, it's something that may look good on the surface. But when you look in the warehouse and you realize there are hundreds of thousands or even millions of dollars of inventory that isn't moving at the velocity that we had planned for or hoped. You have to be on top of that. And it's really easy to say yes to customers. And then you look back, you know, a year or two down the road, and you realize that there's a lot of little things that go into doing programs that you learn, expensive lessons along the way. Marshall Atkinson Do you guys do some work process mapping that stuff out? Where you chart everything out? Do you have a process like, this is the “Icebox Way” that we're doing it? That way it's -- because everything we do in this industry is all custom. And truly how we approach things that have to remain the same... and that way, those standards help us accelerate and do things correctly the right way. So are you adjusting some of that right now with what's going on? Jordy Gamson We are, and we do. And it's interesting, 'cause I just got off of a call because our management team has voiced that some of the things that are happening that are born in the sales department -- that information isn't translating into the ops team and the warehouse team until it's too far into the process and too much time is evaporating. So, we are tweaking some of our software for some critical mass planning. We have our standard onboard process where we make sure that all the stakeholders within our organization and the brand's organization are all up to speed and as close to real-time as possible. But inevitably, what happens is we are in the sales business and we're in the customer service business. And customers are going to ask for things -- and they'll ask for things not realizing how it affects our world. And in a competitive environment, you want to jump through hoops to make their lives easier... the customer's lives easier. And sometimes that creates some havoc on the other side of the fence, meaning our side of the fence. So we're doing our best. But you know, when customers -- especially a new customer that we're onboarding come up with a last-minute request or whatever... you want to be in the position to say yes and accommodate it to where it doesn't affect your other customers.
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