There's a mistake in what I wrote. It is possible to subsist by selling services at a discount in "the system," and that may be the right decision for some people. Personally, I don't like being stuck in the middle. When I sell my services at full price, I feel free to do my best work, and often deliver more for the dollar, quite happily, than I could deliver if I had been forced into a discount. If I have to work, I want to enjoy it! ES ----- Original Message ----- From: Ed Sutton To: caut at ptg.org Sent: Thursday, November 19, 2009 8:33 AM Subject: Re: [CAUT] Boston changed to dealers techs mfgrs and other such It seems that the rational "laws" of economics apply almost perfectly to pretzel and hot dog vendors in downtown Philadelphia. Thousands of repeat customers every weekday, hundreds of vendors, and a tradition that specifies exactly what a Philadelphia pretzel or hot dog shall be. Prices are remarkably rational and no one barters or makes sales pitches. Vendors are friendly, polite and efficient. The piano business is very different. We need to avoid situations where we take the hit so the dealer can make the sale, or soon we will be out of business. ES ----- Original Message ----- From: G Cousins To: CAUT Sent: Thursday, November 19, 2009 7:34 AM Subject: Re: [CAUT] Boston changed to dealers techs mfgrs and other such Pls forgive the changed topic title as it appears the original to run astray a bit. Perhaps this change of thread may provide a better forum. Condensation of subject: My analysis for what its worth: Manufacturers have overhead and expenses and shareholders who will not keep their investment dollars in company stock unless they are profitable. Dilemma: How does a mfgr balance these concerns while competing in a global arena Dealers have overhead, expenses and competition from other dealers who also have overhead, expenses and competition. Dealers look at technical and service as expense. Yes, this may seem wrong (to technical folk)but that is what it is, period. Technicians have overhead and expenses BUT in many cases both of these are based on sole prop circumstances which are limited to the technicians own individual needs rather than other entities that affect bottom line of mfgrs and dealers eg: labor force, technical expenses, shareholders etc. Manufacturers and dealers have to be a profit driven organization in order to remain a viable business. Technicians seldom base their business on a proven business (profit) model. RHis puts them (us) at a continual challenging stand with both manufacturers and dealers. All ruffling of feathers aside,I look forward to the anticipated barrage of comments and flaming experience. Yes, this is a complex topic. Like a board meeting =) Gerry C -------------- next part -------------- An HTML attachment was scrubbed... URL: <http://ptg.org/pipermail/caut.php/attachments/20091119/7d32fa4e/attachment-0001.htm>
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