Originally posted by falconeye E.g., there are like 300 Apple retail stores in the US. Certainly enough to represent a brand. Pentax could just pick 200 to 300 stores and care about them. A single Pentax sales person could visit all of them within a single year. Where is the problem?
Once a year in the USA doesn't come close to often enough to garner a retail relationship. Once a month is the standard. I have 109 clients. I call on each client physically (at their location) every 15, 30, 45 or 90 days, dependent upon revenue. My gross sales are above $475,000,000. My gross revenue (margin) is around 1.2%. My net income is a (small) percentage of that. I have a protected territory defined by my employer and I may not call outside that territory. I drive to every call. I don't walk and I don't fly - neither is profitable.
The USA is structured differently than Europe. Everything hinges on personal visits. At the B2B level, little happens on the internet. At the B2C level, everything happens on the internet. In St. Louis, there is ONE camera store that services every professional shooter here. There are SIX camera stores that service consumers. The Pentax Sales rep territory couldn't physically be larger than a 225 mile radius, excluding Chicago, which might be 100 camera stores. You could make 600 calls a year in that territory, but you can't make enough sales to generate enough revenue to make enough money to feed your family, and three weeks a month you'd not be at home on weeknights. Nobody will live that way - they can't keep the sales force.
So first they have to improve market share here. To do that it looks like they think they have to break the BigBox model and then start over.
LaurenOE
What would a company, that recently introduced a new lens roadmap and several new cameras, have to do to produce a new (or multiple) lens line(s), with the same amount of production facilities?
How do they...
1. Maintain product in the channel while production is shut down for re-tooling?
2. Slow down buying to preserve inventory?
3. Make sure that the customer buys the new lenses when they come out?
4. Phase out production of legacy lenses?
5. Create new sales agreements and targets?
6. Maintain inventory to support 2 replacement DSLRs and a possible FF DSLR while retooling?
7. Supply lenses in addition to the above cameras to the new additions as in - there will be a K -> Q adapter, lenses for the K-01 and a possible GXR K module demand.
Answer; You raise prices. Hire back lens engineers. Retool. Avoid having "nothing to sell" in the interim. Seems like business is good in the long run.
And I should be working now.