Vendor Relationship Quotes

Frida Kahlo to Marty McConnell leaving is not enough; you must stay gone. train your heart like a dog. change the locks even on the house he’s never visited. you lucky, lucky girl. you have an apartment just your size. a bathtub full of tea. a heart the size of Arizona, but not nearly so arid. don’t wish away your cracked past, your crooked toes, your problems are papier mache puppets you made or bought because the vendor at the market was so compelling you just had to have them. you had to have him. and you did. and now you pull down the bridge between your houses, you make him call before he visits, you take a lover for granted, you take a lover who looks at you like maybe you are magic. make the first bottle you consume in this place a relic. place it on whatever altar you fashion with a knife and five cranberries. don’t lose too much weight. stupid girls are always trying to disappear as revenge. and you are not stupid. you loved a man with more hands than a parade of beggars, and here you stand. heart like a four-poster bed. heart like a canvas. heart leaking something so strong they can smell it in the street.

Maintaining proper relationships with vendors is very crucial in bringing down the cost of your products and sourcing the perfect raw materials.

If you are hard to work with, you won’t be able to build good and profitable business relationships. You might lose many good business partners, vendors, and even employees because they will find it tough to work with you.

FRIDA KAHLO TO MARTY MCCONNELL leaving is not enough; you must stay gone. train your heart like a dog. change the locks even on the house he’s never visited. you lucky, lucky girl. you have an apartment just your size. a bathtub full of tea. a heart the size of Arizona, but not nearly so arid. don’t wish away your cracked past, your crooked toes, your problems are papier mache puppets you made or bought because the vendor at the market was so compelling you just had to have them. you had to have him. and you did. and now you pull down the bridge between your houses, you make him call before he visits, you take a lover for granted, you take a lover who looks at you like maybe you are magic. make the first bottle you consume in this place a relic. place it on whatever altar you fashion with a knife and five cranberries. don’t lose too much weight. stupid girls are always trying to disappear as revenge. and you are not stupid. you loved a man with more hands than a parade of beggars, and here you stand. heart like a four-poster bed. heart like a canvas. heart leaking something so strong they can smell it in the street.

I dreamed not long ago of that market with all its vivid textures. I walked through the stalls with a basket over my arms as always and went right to Edita for a bunch of fresh cilantro. We chatted and laughed and when I held out my coins she waved them off, patting my arm and sending me away. A gift, she said. Muchas gracias, señora, I replied. There was my favorite panadera, with clean cloths laid over the round loaves. I chose a few rolls, opened my purse, and this vendor too gestured away my money as if I were impolite to suggest paying. I looked around in bewilderment; this was my familiar market and yet everything had changed. It wasn't just for me—no shopper was paying. I floated through the market with a sense of euphoria. Gratitude was the only currency accepted here. It was all a gift. It was like picking strawberries in my field: the merchants were just the intermediaries passing on gifts from the earth. I looked in my basket: two zucchinis, an onion, tomatoes, bread, and a bunch of cilantro. It was still half empty, but it felt full. I had everything I needed. I glanced over at the cheese stall, thinking to get some, but knowing it would be given, not sold, I decided I could do without. It's funny: Had all the things in the market merely been a very low price, I probably would have scooped up as much as I could. But when everything became a gift, I felt self-restraint. I didn't want to take too much. And I began thinking of what small presents I might bring to the vendors tomorrow. The dream faded, of course, but the feelings of euphoria and then of self-restraint remain. I've thought of it often and recognize now that I was witness there to the conversion of a market economy to a gift economy, from private goods to common wealth. And in that transformation the relationships became as nourishing as the food I was getting. Across the market stalls and blankets, warmth and compassion were changing hands. There was a shared celebration of abundance for all we'd been given. And since every market basket contained a meal, there was justice.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

Obviously, in those situations, we lose the sale. But we’re not trying to maximize each and every transaction. Instead, we’re trying to build a lifelong relationship with each customer, one phone call at a time. A lot of people may think it’s strange that an Internet company is so focused on the telephone, when only about 5 percent of our sales happen through the telephone. In fact, most of our phone calls don’t even result in sales. But what we’ve found is that on average, every customer contacts us at least once sometime during his or her lifetime, and we just need to make sure that we use that opportunity to create a lasting memory. The majority of phone calls don’t result in an immediate order. Sometimes a customer may be calling because it’s her first time returning an item, and she just wants a little help stepping through the process. Other times, a customer may call because there’s a wedding coming up this weekend and he wants a little fashion advice. And sometimes, we get customers who call simply because they’re a little lonely and want someone to talk to. I’m reminded of a time when I was in Santa Monica, California, a few years ago at a Skechers sales conference. After a long night of bar-hopping, a small group of us headed up to someone’s hotel room to order some food. My friend from Skechers tried to order a pepperoni pizza from the room-service menu, but was disappointed to learn that the hotel we were staying at did not deliver hot food after 11:00 PM. We had missed the deadline by several hours. In our inebriated state, a few of us cajoled her into calling Zappos to try to order a pizza. She took us up on our dare, turned on the speakerphone, and explained to the (very) patient Zappos rep that she was staying in a Santa Monica hotel and really craving a pepperoni pizza, that room service was no longer delivering hot food, and that she wanted to know if there was anything Zappos could do to help. The Zappos rep was initially a bit confused by the request, but she quickly recovered and put us on hold. She returned two minutes later, listing the five closest places in the Santa Monica area that were still open and delivering pizzas at that time. Now, truth be told, I was a little hesitant to include this story because I don’t actually want everyone who reads this book to start calling Zappos and ordering pizza. But I just think it’s a fun story to illustrate the power of not having scripts in your call center and empowering your employees to do what’s right for your brand, no matter how unusual or bizarre the situation. As for my friend from Skechers? After that phone call, she’s now a customer for life. Top 10 Ways to Instill Customer Service into Your Company   1. Make customer service a priority for the whole company, not just a department. A customer service attitude needs to come from the top.   2. Make WOW a verb that is part of your company’s everyday vocabulary.   3. Empower and trust your customer service reps. Trust that they want to provide great service… because they actually do. Escalations to a supervisor should be rare.   4. Realize that it’s okay to fire customers who are insatiable or abuse your employees.   5. Don’t measure call times, don’t force employees to upsell, and don’t use scripts.   6. Don’t hide your 1-800 number. It’s a message not just to your customers, but to your employees as well.   7. View each call as an investment in building a customer service brand, not as an expense you’re seeking to minimize.   8. Have the entire company celebrate great service. Tell stories of WOW experiences to everyone in the company.   9. Find and hire people who are already passionate about customer service. 10. Give great service to everyone: customers, employees, and vendors.

Here are the real objections... Doesn't have the money. Has the money, but is too damn cheap to spend it. Can't get the credit needed. Can't decide on his or her own. Doesn't have authority to spend over budget, or without someone else's financial approval. Thinks (or knows) he can get a better deal elsewhere. Has something else in mind, but won't tell you. Has a friend, connection, or satisfactory relationship in the business. Does not want to change vendors. Wants to shop around. Too busy with other more important things at this time. Doesn't need (or thinks he doesn't need) your product now. Thinks (or knows) your price is too high. Doesn't like or have confidence in your product. Doesn't like, trust, or have confidence in your company. Doesn't like, trust, or have confidence in you.

Retail managers know that while their official vendors are large multinationals like Procter & Gamble and Hindustan Unilever Limited, what they are actually dealing with is someone like ‘Agarwal & Gupta Distributors’, the RS of the MNC. And so, while a good relationship with HUL can be developed by promoting their products, the truth is that a good relationship with the RS can be developed mainly by promoting his working capital availability. The RS is not merely a supplier of goods. He is a vital link in the whole retail chain and can be underestimated only at one’s peril. This is exactly what one large retail chain figured out early, and used to get the most amazing competitive advantage. Supermarket retail has a built-in advantage not available to traditional retailers. On the buying end, they buy bigger quantities and get a substantial period of time to make payment to the suppliers compared to smaller retailers, who sometimes have to pay cash on delivery. On the selling side, no customer gets credit at a supermarket. You scan, you bill, you pay and go — that’s the supermarket way. For the kirana, however, most regular customers expect a ‘khata’, a monthly account. Kirana customers buy through the month and pay only at the end. Supermarkets, by design, therefore, buy on liberal credit and sell on cash. Therefore, they are ‘cash surplus’ on a day-to-day basis. Their competitors, the kirana stores, are not. This particular retailer decided to make the payment terms more favourable to the supplier. So where the industry practice was eight days, this retailer reduced it to four days. In effect, the retailer halved the credit period, thus influencing the vendor’s working capital availability favourably. The vendor, in turn, now had a stake in the retailer’s growth and continued prosperity. The relationship soon turned into a win-win partnership. The vendor developed ingenious ways to enhance the retailer’s market share in various catchments.

Then you need to evaluate all the key relationships surrounding the business. Would you keep all your existing customers? Are you happy with your investors/bank? Are your vendors supporting you properly? Are your advisors — accountants, lawyers, consultants, and coaches — the best for the size of the organization and future plans? The toughest decisions to make are when the company has outgrown some of these relationships and you need to make changes.

#8 Think about what running the business will mean on a day-to-day basis before you start. Every company has different challenges and different needs. A content site means writers, a distribution network, and ad reps. A shopping site means warehousing, customer service, and returns. A drop-ship site means managing remote vendors, outdated stocking information, and customer confusion. A directory site means lots of sales reps, a sophisticated customer relationship management (CRM) system, recurring billing, and customer service people dedicated to helping vendors build their profiles. Manufacturing is its own can of worms. When you think about your company, think about the type of challenges you might face and ask if they are things you personally want to deal with. If yes, make sure you have a clear plan to overcome them and speak to other people in similar situations about their challenges and their solutions. #9

If you choose the right vendors, your collective and sincere motives should establish both trust & grace on both sides of the relationship.

Business executives do not understand true IT needs and are inspired by external vendors and other sources. The business dictates a solution, IT accepts it, and then IT resources are consumed by the complexity of a non-optimal solution. There is pressure to deliver and consequently a high failure rate, rework rate, and, hence, low confidence in IT. This leads to further breakdown in IT business relationships and fuels more misaligned initiatives from an IT perspective.

Empathy is an essential working and leadership capacity. If you are going to build strong relationships with your direct reports, peers, bosses, customers, and vendors, you must have the capacity to understand what other people are feeling and wanting. Business is replete with two-way transactions. In order to close a sale, you must understand your customer's needs. If you are leading people through a difficult change, you must understand how the change is affecting them if you are going to be able to lead them effectively.

The most vibrant platforms embrace third-party collaboration. The companies behind these platforms seek to foster symbiotic and mutually beneficial relationships with users, customers, partners, vendors, developers, and the community at large.

When I talk about kindness in business, a few people scoff. They say, “Steve Jobs and the leaders at Apple created a pressure-cooker environment but it produced category-defining products that people love and obsess over.” That is the point — the results are not worth the cost, because there is an alternative. The goal of TRM is to create a kind, sustainable, and fulfilling experience for everyone. Caring and a sense of purpose evoke better performance than pressure and fear. The idea that only obsessive egomaniacs can produce breakthroughs is nonsense. People are the most important resource for any business, and people — whether they are employees, vendors, or customers — respond best to kindness, respect, humility, and empathy. You never know what other people are going through in their lives. Many of us are under great stress, especially when business cycles shift and economic pressures build. Others are struggling in relationships. When everyone feels valued and heard, they are more likely to show up fully and bring their best each day. Kindness is the alternative to the unnecessary “business is war” analogies that are not only tiresome but borderline offensive. It is the opposite of the “outcome justified the means” mentality that drives many entrepreneurs to consider sacrificing everything (including their morals) to build $100 million businesses in seven years. It’s success without the collateral damage. This aspect of TRM creates a healthy framework for daily interactions and long-term goals and helps people avoid burnout even when they put in heavy hours over long periods of time. We are all naturally optimistic, motivated to be better tomorrow than we are today. A kind organization understands that and leverages it. Your goal is to build a product that lasts, but to do that, you must also build an organization, a work environment, and a fabric of relationships that last too. People will remain engaged and focused on achievements when they are doing something meaningful that they care about in an organization that lets them live the way they want to live. “Caring and a sense of purpose evoke better performance than pressure and fear. The idea that only egomaniacs can produce breakthroughs is nonsense.

The Visionary DNA Common Roles Common Traits Common Challenges • Entrepreneurial “spark plug” • Are the founding entrepreneur • Inconsistency • Inspirer • Have lots of ideas/idea creation/idea growth • Organizational “whiplash,” the head turn • Passion provider • Are strategic thinkers • Dysfunctional team, a lack of openness and honesty • Developer of new/big ideas/breakthroughs • Always see the big picture • Lack of clear direction/undercommunication • Big problem solver • Have a pulse on the industry and target market • Reluctance to let go • Engager and maintainer of big external relationships • Research and develop new products and services • Underdeveloped leaders and managers • Closer of big deals • Manage big external relationships (e.g., customer, vendor, industry) • “Genius with a thousand helpers” • Learner, researcher, and discoverer • Get involved with customers and employees when Visionary is needed • Ego and feelings of value dependent on being needed by others • Company vision creator and champion • Inspire people • Eyes (appetite) bigger than stomach; 100 pounds in a 50-pound bag • Are creative problem solvers (big problems) • Resistance to following standardized processes • Create the company vision and protect it • Quickly and easily bored • Sell and close big deals • No patience for the details • Connect the dots • Amplification of complexity and chaos • On occasion do the work, provide the service, make the product • ADD (typical; not always) • All foot on gas pedal—with no brake • Drive is too hard for most people

One might seriously question what “a very great relationship with God” means given that Trump has been married three times,102 been accused by more than two dozen women of being a serial sexual assaulter,103 cheated on all of his wives,104 been sued dozens of times for not paying vendors,105 forced to shut down his self-dealing charity for misappropriation of funds,106 ordered to pay twenty-five million dollars to former students of Trump University after a judge determined it was a sham,107 called the twenty-five or so women who have accused him of sexual assault “liars,”108 and was impeached for shaking down a foreign country for dirt on a political rival.

Today, the best businesses position themselves as “partners” with their customers, vendors, and suppliers. Instead of spreading their business over a large number of other companies, they consolidate their business with a single supplier with whom they work closely to develop high-quality relationships that lead to better quality, greater efficiency, and eventually, lower prices and higher profits for both parties.

The visionary and the integrator couldn’t be more different. In a small to mid-size company, the visionary is typically the owner, co-owner, or founder. In a partnership, most of the time, one partner is the visionary and the other is the integrator. It’s a dynamic that has elevated them to where they are. The visionary typically has 10 new ideas a week. Nine of them might not be so great, but one usually is, and it’s that one idea each week that keeps the organization growing. For this reason, visionaries are invaluable. They’re typically very creative. They’re great solvers of big ugly problems (not the little practical ones), and fantastic with important clients, vendors, suppliers, and banking relationships. The culture of the organization is very important to them, because they usually operate more on emotion and therefore have a better barometer of how people are feeling. If you’re one, know thyself and be free.

I think people come to words much as lovers get together. They stumble onto each other, at the oddest of times, in the strangest of places. They will meet in an empty laundromat on a rainy Sunday afternoon, or they will catch each other’s eyes across a ballroom dance floor in the middle of a wedding waltz. They will meet without appointment and strike up a relationship without an agenda. There may be a long courtship or a whirlwind romance. There may be protracted avoidance, even what looks like a phobia, as in Karl’s case, or there may be an instant avidity, what amounts to love at first sight. Some carry on a kind of epistolary relationship with words, expressing their feelings through the formal prose of elegant notes, while others jump at words and bark them out at the world in the immediate poetry of certain street-corner vendors. Some slap their words up on posters on telephone poles, while others keep them in reserve, like a pistol concealed in a pocketbook. Some read haltingly, like the nervous lover, hat in hand, while others seem born to orate. We all woo language differently, and language grants us her favors in different ways. Sometimes the relationship takes off, although it is rare there is a ride without bumps. While utterly beautiful, endlessly varied, and thoroughly transfixing, language can also be frustrating, confusing, exasperating, and unforgiving.