Donde pues el rico botin de las maquiladores fronterizas cuando cerraron sus puertas? Quienes sus herederos?
No busquemos mas. El botin es mas seguro que en una caja fuerte. El botin, es decir, el Conocimiento, Habilidad y Experiencia (CHE) esta en manos de quienes han tallado las vestiduras de muchos?
Si. Asi es.
Puesto que dicho botin justamente esta en manos de estos maestros que han hecho con ese botin?
Hay quienes salieron de las maquiladoras y de imediato volvieron a tomar su nuevo puesto como empleados por otro lado. De pronto olvidaron aquella debil "seguridad" de su empleo que les habia sido arrebatado.
Otros abrieron, como contratistas independientes o mercaderes (o detallistas) , las puertas de sus tallares invertiendo su botin, su CHE, en el diseno, creacion y alteracion de ropa. Ellos son aquellos quienes determinaron jamas creerce de la "seguridad" de un trabajo. Esto es admirable.
Lamentablemente, su traslado fue de donde "tenien un trabajo" a donde "poseen un trabajo". Que es la diferencia? Mas bien es la igualdad entre los dos que tanto uno como el otro el dia que uno no se presente o no trabaje no espere recibir pago.
La solucion: Crear un sistema que produzca ganancias ya sea este presente o ausente en su taller. Esto es lo que venimos promoviendo: Una red en donde se asocian contratistas y detallistas para aumentar sus esfuerzos y multiplicar sus ganancias. De esta manera logran minar su herencia que paso a sus manos: El botin de las maquiladoras.
Mantengase informado atraves de estos escritos y asista a los seminarios introductivos anunciados aqui mismo.
Wednesday, June 13, 2007
Thursday, June 07, 2007
The Cost of Services
Talking about someone else's pay is not in my comfort zone. However, when I see independent contractors (IC) and independent retailers (IR) hurting and hear the subject of their cost-of-service I think both need to review their prices. Otherwise, both will continue to cut themselves out of much bigger markets. There are no state or government agencies or laws which can force a change. It must come from the individuals involved. Although my references are to apparel the principal of these observations with recommendations on cost of services have broader application across other areas where Service Providers and Service Recipients conduct business.
The Independent Contractor Service Provider Model
Independent contractors, as Service Providers, tend to structure their service rate on an hourly pay schedule. Often, this rate is based on the top hourly pay he/she received after many years in the industry. A little extra something is added to round it off at about $20. As an example, a 2.5 hour apparel job is priced for the IR at $50. It is a lack of understanding of the resale business on the part of the IC to think the IR can move merchandise on the IR's floor priced far beyond a competitive price and earn a profit. The IR would need to resale the item at a minimum of $51 to regain their $50 plus $1 profit. This is not realistic. ICs overlook the IR's overhead costs (rent, electricity) as part of the reason for the IR's markup. Yes, IC's pay rent too, but more on that later.
Typically, IC fabric purchase prices, for example, are neither bulk nor wholesale. The IC service rate problem is that it comes from an employee experience versus the at-home entreprenuerial environment. They are not the same, for example, the apparel employee who earns $10/hr versus the entrepreneur who charges $10 for a single apparel item. The employee is obligated and commited to an 8 to 5 workday with all the behaviorial expectations including a set break time, lunch, productivity and more. The at-home entrepreneur has nobody to tell him/her how many times he/she steps away from that apparel project to run to the refrigerator, play with their child, visit a friend, talk on the phone, watch TV or run to McDonalds'. The IC knows when the IR expects delivery.
If the IC can do it in 2 hours, but chooses to stretch it out to 8 hours that is the IC's business and nobody else's, this is, to borrow from the popular Mastercard commercial, "priceless".
The Independent Retailer Service Recipient Model
Despite the fact of the independent retailers small size they are treated by merchandisers like major buyers in their apparel purchase. This treatment creates a financial burden large amounts of cash are tied up in inventory. Also, a physical burden is created because of the space these bulk purchases take up in their small boutiques. I believe this treatment and financial burden affects the IR treatment and compensation of ICs for their services. The IR's payment as Service Recipient is based on, or biased, by the bulk low prices they pay merchandisers. That is, the low bulk price they pay the merchandiser is reflected in what they pay for the IC's cost of service.
The IR service rate problem is that IRs often come from the employer experience and tend to regard the IC as an employee. The reality is ICs are on par with IRs from an entreprenuerial perspective, that is, ICs are business people just like IRs. The types of places of business
location, one earns their livelihood in a boutique, another earns their's in their home makes no difference on business status. Terms of compensation for cost of service should be discussed and agreed upon by two people, not one. The relationship between IC and IR is strengthened by mutual respect. Quality of timely delivery of goods and just compensation for services rendered is the best evidence of that mutual respect, because as noted earlier, ICs pay rent, too.
A Competitive Scenario Model
It does not matter how big the competition there is always a way to compete profitably. Is it possible for ICs and IRs to compete against the giant retailers' $10 price tag for a single apparel item? Yes, IF they work together.
That low $10 price cannot hide the retailer's enormous overhead costs including, business insurance, employee benefits, electricity, water, rent and more. Still, that's the magic number ICs and IRs must and can beat because they do not have all these costs. Once the IC gets past the initial setup time involving patterns its up to him/her how fast and many times they replicate a single apparel item to beat the retailers $10 price.
However, if the IC decides to sell to the IR at the $10 price, how can the IC expect the IR to stay competitive and profitable?
Independent Retailers, for your part, if you receive the IC's apparel goods at half the $10 price tag do you resale to match the competition or markup in excess of the $10.
If you markup in excess of the $10 price would you do so as well in how you compensate your IC, that is, your Service Provider?
The biggest retailers and suppliers know they have got to work together on price and delivery if they are to survive, thrive, stay competitive
and be profitable.
This is just as true of the smallest Independent Contractor and Independent Retailer when they network together are to survive, thrive, stay competitive and be profitable.
Do you network?
The Independent Contractor Service Provider Model
Independent contractors, as Service Providers, tend to structure their service rate on an hourly pay schedule. Often, this rate is based on the top hourly pay he/she received after many years in the industry. A little extra something is added to round it off at about $20. As an example, a 2.5 hour apparel job is priced for the IR at $50. It is a lack of understanding of the resale business on the part of the IC to think the IR can move merchandise on the IR's floor priced far beyond a competitive price and earn a profit. The IR would need to resale the item at a minimum of $51 to regain their $50 plus $1 profit. This is not realistic. ICs overlook the IR's overhead costs (rent, electricity) as part of the reason for the IR's markup. Yes, IC's pay rent too, but more on that later.
Typically, IC fabric purchase prices, for example, are neither bulk nor wholesale. The IC service rate problem is that it comes from an employee experience versus the at-home entreprenuerial environment. They are not the same, for example, the apparel employee who earns $10/hr versus the entrepreneur who charges $10 for a single apparel item. The employee is obligated and commited to an 8 to 5 workday with all the behaviorial expectations including a set break time, lunch, productivity and more. The at-home entrepreneur has nobody to tell him/her how many times he/she steps away from that apparel project to run to the refrigerator, play with their child, visit a friend, talk on the phone, watch TV or run to McDonalds'. The IC knows when the IR expects delivery.
If the IC can do it in 2 hours, but chooses to stretch it out to 8 hours that is the IC's business and nobody else's, this is, to borrow from the popular Mastercard commercial, "priceless".
The Independent Retailer Service Recipient Model
Despite the fact of the independent retailers small size they are treated by merchandisers like major buyers in their apparel purchase. This treatment creates a financial burden large amounts of cash are tied up in inventory. Also, a physical burden is created because of the space these bulk purchases take up in their small boutiques. I believe this treatment and financial burden affects the IR treatment and compensation of ICs for their services. The IR's payment as Service Recipient is based on, or biased, by the bulk low prices they pay merchandisers. That is, the low bulk price they pay the merchandiser is reflected in what they pay for the IC's cost of service.
The IR service rate problem is that IRs often come from the employer experience and tend to regard the IC as an employee. The reality is ICs are on par with IRs from an entreprenuerial perspective, that is, ICs are business people just like IRs. The types of places of business
location, one earns their livelihood in a boutique, another earns their's in their home makes no difference on business status. Terms of compensation for cost of service should be discussed and agreed upon by two people, not one. The relationship between IC and IR is strengthened by mutual respect. Quality of timely delivery of goods and just compensation for services rendered is the best evidence of that mutual respect, because as noted earlier, ICs pay rent, too.
A Competitive Scenario Model
It does not matter how big the competition there is always a way to compete profitably. Is it possible for ICs and IRs to compete against the giant retailers' $10 price tag for a single apparel item? Yes, IF they work together.
That low $10 price cannot hide the retailer's enormous overhead costs including, business insurance, employee benefits, electricity, water, rent and more. Still, that's the magic number ICs and IRs must and can beat because they do not have all these costs. Once the IC gets past the initial setup time involving patterns its up to him/her how fast and many times they replicate a single apparel item to beat the retailers $10 price.
However, if the IC decides to sell to the IR at the $10 price, how can the IC expect the IR to stay competitive and profitable?
Independent Retailers, for your part, if you receive the IC's apparel goods at half the $10 price tag do you resale to match the competition or markup in excess of the $10.
If you markup in excess of the $10 price would you do so as well in how you compensate your IC, that is, your Service Provider?
The biggest retailers and suppliers know they have got to work together on price and delivery if they are to survive, thrive, stay competitive
and be profitable.
This is just as true of the smallest Independent Contractor and Independent Retailer when they network together are to survive, thrive, stay competitive and be profitable.
Do you network?
Monday, May 28, 2007
I'll ally if you ally
Did you hear the one about the giant retailer whose apparel sales were hurting? Or, did you hear the one about the manufacturer whose computer sales were hurting?
They decided to ally.
Sometimes that's what it takes to get us to realize we can't do it alone. Walmart's apparel struggles together with Dell's sluggish computer sales prompted Dell's historic decision. Dell's direct model is all about the absent middleman, but the company is not above working with the largest retailer in the world as middleman.
Dell is counting on the huge network of 3,500 Walmart stores to offset Dell's compromise on profit margin per unit sold.
Once again, corporate giants provide the independent a valuable lesson in the power of networking.
No. One need not wait til it hurts before deciding to do what will result a greater benefit to one's business, health, community and family.
They decided to ally.
Sometimes that's what it takes to get us to realize we can't do it alone. Walmart's apparel struggles together with Dell's sluggish computer sales prompted Dell's historic decision. Dell's direct model is all about the absent middleman, but the company is not above working with the largest retailer in the world as middleman.
Dell is counting on the huge network of 3,500 Walmart stores to offset Dell's compromise on profit margin per unit sold.
Once again, corporate giants provide the independent a valuable lesson in the power of networking.
No. One need not wait til it hurts before deciding to do what will result a greater benefit to one's business, health, community and family.
Saturday, May 26, 2007
IMWORKquinES
Check out my new blog in the Austin-American Statesman.
The invitation is open to read and/or post in english or spanish.
Hope to hear from you. WM
http://imworkquines.statesmanblogs.com/
The invitation is open to read and/or post in english or spanish.
Hope to hear from you. WM
http://imworkquines.statesmanblogs.com/
Friday, May 25, 2007
Diseno
ATENCION!
Actualmente, hay en el area de Round Rock/Austin
la oportunidad para personas quienes tengan
el conocimiento, habilidad y experiencia
en el diseno, creacion y alteracion de ropa,
por ejemplo:
Vestidos de boda
Quincenera
Mas:
Ropa casual para todas las edades
Pantalones
Blusas
Vestidos y
Faldas
Y
Tallas:
Grande y extras
Si usted posee estas habilidades y se interesa favor de enviar un email: GTorresCUE@gmail.com
WorkingMannequin creates the dynamic of apparel networks locally, regionally, state and nationwide.
Thursday, May 24, 2007
Customer Satisfaction
The National Retail Federation reports online apparel sales outsold computers in 2006 for the first time since NRF has been tracking that data.The drawback: High number of returned merchandise. This likely would include wrong size, color, fit or other.Why do online and walk-in apparel sales continue to increase regardless of price and inspite of consumer cynicism for rack apparel: "One size fits none."Despite the bland, cookie-cutter rack import offerings I believe this sales "success story" is feeding on customer dissatisfaction and disillusionment.How, you ask?If your apparel purchase made you feel and look good wouldn't you be incline to wear it longer? (Let the "fashion conscious" keep quiet. We're talking reality here.) I believe these frequent, repeat buyers are filling retailer coffers as a result of their last dissatisfaction and disillusionment purchase. They come back, not necessarily to the same retailer, hoping to find: "My fabric. My size. My fit. My style. My price". Their search will continue.What they seek is not extreme, not fantastic. It is what an apparel network direct model of independent contractors and independent retailers can deliver.It's called Customer Satisfaction.
Friday, May 18, 2007
Meeting
MEETING
You are invited to come learn
about an opportunity in the Round Rock/Austin area
involving your
Knowledge, Skills and Experience
in the
Design, Creation & Alteration
of apparel
WHERE: Caffé Panini (Conference room)
(Next door to Faith Gift store, formerly Good Books)
1105 S. Mays Ste. 300
Round Rock, TX 78664
COST: Free
WHEN: 9:00AM
Tuesday May 22 & Thursday May 24, 2007
We encourage your support of Caffé Panini for the use of their facility.
Please, call or email number of people attending with you. If you are unable to secure childcare I would be glad to meet with you at another time. Thank you.
Si usted se interesa por obtener mayor informacion favor de enviar un email a mi cargo.
Muchas gracias
Thursday, May 17, 2007
Design, creation and alteration of clothing
ATTENTION!
Presently, there is an opportunity in the Round Rock/Austin area. If you have the
Knowledge, Skills and Experience in clothing
design, creation and alteration of the following:
Wedding dresses
Quincenera dresses
or
pants
blouses
dresses
skirts
in
XL and Plus sizes
email: GTorresCUE@gmail.com
US mail: TSR, Inc. 1701 S. Mays Street, Suite J119, Round Rock, TX 78664
Thursday, May 03, 2007
Take Time to make Money. . .
If you had the time to make money how much time would you dedicate?
If you had the money (after personal spending) how would you invest your money to multiply it?
Some of you may be near, or are, already maxed out in the time you dedicate to making your money. . .and struggle to with your net profit, still.
Some of you can say, "the money's very good". . . at what cost of your time?
It's the way to do it, right?
The bold, new concept of direct model Apparel Networks says, NO!
I'll tell you of two with (relatively) little time and money. Yet, as big as they are they
acknowledge the are open to discussing an alliance (network) to enable them to stand against
the competition.
The two? Ford and General Motors.
Ford was number 2 in the world until 5 months ago.
GM was number 1 until 2 weeks ago.
Toyota is now number one, now.
Ford and GM may or may not create an alliance, but they are open to investigate (time) an
idea to increase sales (money). That's more than the countless, and growing, number of
regional retailers such as Caldor, Hills, Ames who were driven to bankruptcy or out of business
by operating costs and the competition.
Independent Apparel Retailers are not exempt from costs and competition.
Now.
Blessings to you.
If you had the money (after personal spending) how would you invest your money to multiply it?
Some of you may be near, or are, already maxed out in the time you dedicate to making your money. . .and struggle to with your net profit, still.
Some of you can say, "the money's very good". . . at what cost of your time?
It's the way to do it, right?
The bold, new concept of direct model Apparel Networks says, NO!
I'll tell you of two with (relatively) little time and money. Yet, as big as they are they
acknowledge the are open to discussing an alliance (network) to enable them to stand against
the competition.
The two? Ford and General Motors.
Ford was number 2 in the world until 5 months ago.
GM was number 1 until 2 weeks ago.
Toyota is now number one, now.
Ford and GM may or may not create an alliance, but they are open to investigate (time) an
idea to increase sales (money). That's more than the countless, and growing, number of
regional retailers such as Caldor, Hills, Ames who were driven to bankruptcy or out of business
by operating costs and the competition.
Independent Apparel Retailers are not exempt from costs and competition.
- Take time.
- Learn how Apparel Networks can increase your profits.
- Do it in an easier, efficient and effective manner.
Now.
Blessings to you.
Friday, April 13, 2007
Apparel Networks Meeting
APPAREL NETWORKS
MEETING
Come learn about creativity and profitability in
local, regional, state and national
apparel networks.
WHERE: Caffé Panini (Conference room)
(Next door to Good Books)
1105 S. Mays Ste. 300
Round Rock, TX 78664
COST: Free
WHEN: 6:30PM to 7:30PM
Friday, April 20, 2007
Lets support Caffé Panini with our business for the use of their facility.
Please, call or email number of people attending with you. If you are unable to secure childcare I would be glad to meet with you at another time. Thank you.
Si usted se interesa por obtener mayor informacion favor de llamar o enviar un email a
mi cargo. No se alarme por el mensaje en ingles y dejeme su recado. Gracias.
Gilbert Torres
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