Our industry has spent the last 10+ years adapting to ever shrinking margins and volume. We have all been forced to embrace the “close to the bone” business model. Dealers have honed the multi-positioning of key employees and the painful release of others, while many if not all manufacturers have introduced more complex products but reduced the amount of dealer support they provide to bring them to market. The big question today: How much or how little “people power” should a dealer put in place to win and manage the work? How can a dealer create a robust, low-risk, flexible model for sustainable future growth with innovation, knowledge, stability and healthy margins? Many dealers struggle daily to manage their staff and resources through the constant ebb and flow of business that comes with the occasional tide wave of demand.
Outsourcing or the use of marketplace partners has become the norm in business today. Though a relatively new and limited concept for office furniture dealers, this practice has been fully embraced by many other industries. In the technology industry, hiring on an “as needed” basis is widely accepted because it is simply too costly to hold a permanent skilled brain trust in-house.