- Joined
- Feb 15, 2008
- Messages
- 131
Okay, I'll bite (a little)
It's not that we don't understand the importance, it's just that we have limited resources as a young company and we're still building our team. The biggest challenge we face is the constant growth and change. Right about when we think we've got things organized in the best way, demand spikes and all our plans fall short. We're interviewing for a couple of positions now and hoping to find some terrific people to fill them.
No, it shouldn't, nor does it. Admittedly we were much slower during and immediately after Shot Show, but we didn't shut down completely.
I won't touch this; it's way too complicated and seems a bit of a snake pit.
We order in quantities numbering in the thousands, so it's definitely not a matter of confidence. The challenges are anticipating the demand and the unpredictability of the supply times. As our relationship with our suppliers is more seasoned and everyone knows what to expect, things will get smoother, are already getting smoother. Lately we're measuring back-orders in weeks, not many months as we used to.
All that said, Billabong is correct in that there is plenty of room for improvement and we're always working at it. We're not perfect, never will be, but we will keep trying to get closer and we are 100% committed to making sure our customers are satisfied and we'll do whatever it takes to ensure it. Of course it's easier to ensure it on the front of the transaction than on the back and ultimately more satisfying for everyone.
It's a shame WE don't seem to understand the importance of a quick response, this is an old problem that still haunts them.
Considering emails can be sorted via many device types in many locations. (even countries)![]()
It's not that we don't understand the importance, it's just that we have limited resources as a young company and we're still building our team. The biggest challenge we face is the constant growth and change. Right about when we think we've got things organized in the best way, demand spikes and all our plans fall short. We're interviewing for a couple of positions now and hoping to find some terrific people to fill them.
Going to a knife show shouldn't mean the WE business sales and support machine is turned off for weeks?
No, it shouldn't, nor does it. Admittedly we were much slower during and immediately after Shot Show, but we didn't shut down completely.
I still scratch my head wondering why the full potential of this company is not exercised.
Often out of stock of certain items and poor communications and quality control, but great at customer support "after" the event.
Why they can't get it together?
I won't touch this; it's way too complicated and seems a bit of a snake pit.
Do they simply not order enough of each, is the supply time not predictable?
I guess when Clay is confident the product is final and complete he might order in large quantities.![]()
We order in quantities numbering in the thousands, so it's definitely not a matter of confidence. The challenges are anticipating the demand and the unpredictability of the supply times. As our relationship with our suppliers is more seasoned and everyone knows what to expect, things will get smoother, are already getting smoother. Lately we're measuring back-orders in weeks, not many months as we used to.
All that said, Billabong is correct in that there is plenty of room for improvement and we're always working at it. We're not perfect, never will be, but we will keep trying to get closer and we are 100% committed to making sure our customers are satisfied and we'll do whatever it takes to ensure it. Of course it's easier to ensure it on the front of the transaction than on the back and ultimately more satisfying for everyone.
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