It's our problem

Published: Sun, 03/03/19

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$2 million net loss.

On $379 million in revenue.

Not a pretty picture for a well-established and beloved brand.

Yet that's what the incoming CEO of Build-A-Bear found waiting for her in 2013.

As Sharon Price John began to peel back the layers of the company, to try to return it to profitability, she infused the culture with an important maxim:

Just because it’s not my fault, doesn’t mean it’s not my problem.

As a wholesaler, you don't create the product, but you have accountability for its performance.

You don't take account inquiries from consumers, but you are responsible for the quality of those calls.

You don't control the inventory levels, but you are on the spot when your hottest product/program runs out of printed literature.

Conversely, product management, service, and marketing count on us to deliver on our part of the interdependence that defines the essence of corporate America.

In an interconnected corporate environment, when things aren't going according to plan, it's all of our problem.

How Can Wholesalers Become a Category of One?

Rob

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