mckee11/22 11:51 PM
Micah:
You write >>I really don’t care what the store’s internal squabbles and owner/management issues were. That is none of my concern, nor should it be. All I care about, as a customer, is that the store had what I, within reason, needed.<< Sounds good, and I’m (mostly) with you on this.
Then you go on to write, >>It was a good idea that was very poorly executed. I would love it if someone else could come in and re-imagine the store…It’s layout and stocking.<<
You really can’t say much that is very meaningful or interesting about the execution of this venture without some understanding of why it failed. If you want to enter into that conversation, listening to Marcus is a good place to start.
I’m reminded of an apocryphal story about Michelangelo. When asked by an aspiring artist to share the secret of his beautiful scuplture, he said, “First, purchase a large block of marble; Then, remove the unnecessary parts.”
Either start with a successful grocer and figure out how he does it, OR a failed grocer and figure out why he failed, but simply saying, “keep the shelves stocked” doesn’t get you very far. I’d be willing to bet everyone involved with CCG agrees with you: keeping food on the shelves is a good idea. Why they could not seem to do so is the interesting question.
I suspect the answer was fairly simple: the business was undercapitalized. You can’t buy product if you have no money. I have no inside knowledge of CCG whatsoever, so that’s just a guess, but undercapitalization is what kills most start-ups.
As a rule of thumb, if you don’t have enough capital to run the first full year in the red, don’t even try opening your own business; Things cost more than you think they will, good staff will be harder to find and harder to train, and everything that can go wrong will. It usually takes a good year (or more) to iron out the kinks and get it running smoothly.
And then, after working 12-hour days, 7 days a week, when you finally get it under control enough to take a break and engage in social activities, you’ll be surprised how many 9-5, m-f clock-watchers you’ll meet who can tell you exactly what you’re doing wrong in your business. Inexperience and brilliance often go hand in hand.
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