By Donna Fenn
Outsmart your opponents, jump to the pinnacle of the pack, and turn into an alpha puppy! How does a normal corporation distinguish itself available to buy, generate better revenues than its opponents, and earn the lasting loyalty of shoppers and staff? Alpha canine tells the inspiring tales of savvy marketers who found the right formulation and rose to the pinnacle. In her own and probing kind, Donna Fenn, a twenty-year veteran of Inc. journal, introduces 8 women and men who proportion their well-merited insights and sensible tips—from Chris Zane, whose retail motorbike store has perfected the paintings of shopper provider, to Deb Weidenhamer, who reworked a sleepy public sale apartment together with her leading edge use of know-how. Alpha canines is a realistic guidebook for each present and aspiring self-starter who desires to stand out and prevail.
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Additional resources for Alpha Dogs: How Your Small Business Can Become a Leader of the Pack
With an offer like that on the table, choosing a Schwinn from Wal-Mart just wouldn’t make sense, he wagered. But how can he justify the cost of such a wildly generous program? First of all, just as with his lifetime free service and price guarantees, only a limited number of customers actually take advantage of the offer. Last year, for instance, just 10% of children’s bikes came back to the store; Zane thinks that’s because they’re being passed down within families. Secondly, every returned bicycle is given away to a needy child at Christmastime via a highly publicized in-store event.
Recently, Zane’s won top honors as a stellar supplier from two cus- 32 ALPHA DOGS tomers—Hinda Incentives and BI, ﬁrms that manage award and incentive programs for large companies. “I don’t look at him as a bike company,” says Michael Arkes, CEO of Hinda. ” Zane now has 6,000 Trek bicycles in a new 23,000-square-foot warehouse, and they’re ready to be shipped out, one at a time, at a moment’s notice. To each recipient, he ﬁrst sends a questionnaire asking for height, inseam measurement, and cycling style.
Proﬁts, which ran as high as 6% prior to 2002, are now more in line with the industry average of 2% to 3%. And so the company had to reduce some of its health coverage and ask employees to foot the bill for a greater percentage. No one welcomed that news, but, says Mayne, because his employees had access to the company’s ﬁnancials, they understood why the decision was made. ” Mayne also hopes that sharing information, particularly about company expenses, will give employees an incentive to be more efﬁcient and less wasteful in their own departments.