Metcalf Brothers: Growing to the Needs of the Market, Despite Recession
Larry Alpert, owner of fabric supplier Metcalf Brothers, refuses to call the current economic situation a crisis, preferring instead the feel-good term, "challenging." "Yes, agencies are cutting back across the board, but we remain optimistic about the opportunities of '09," says Alpert, the fourth generation owner of a company that's been around for over a century. "This type of environment lends itself to Metcalf."
Apparently so. Over the past year, Metcalf has grown an astounding 44 percent, winning countless new customers while solidifying its relationships with established ones. "We're getting programs that other mills have had for many decades, because there's no comfort there anymore," says Alpert.
And in a down economy, as every business knows, comfort becomes paramount.
The problems experienced by the country's mills have been well documented here and in other publications. In a David and Goliath-type situation, companies like the mid-sized Metcalf have seized the opportunity, learning from the competition's mistakes to improve their own business models. "In this environment, you have to be agile, with an ability to change quickly," notes Alpert. "Historically, the big mills have tried to get customers to grow to their needs, while Metcalf has taken the opposite approach: we grow to the needs of our customers and the market, and this has been key to our success."
Yet you can't thrive in this business without the right product, and at this moment in time, the Metcalf product line is hot. Unlike other mills that produce piece dye fabrics, Metcalf's only carries stock dye/fiber dye products. For those unfamiliar with the terminology, a primer: with a stock dye/fiber dye product, the actual fiber is dyed, as opposed to the more popular piece dye practice, where the fabric is woven then dyed.
Changing the World, and Growing your Business, One Shoe at a Time
Collecting shoes for those in need may not sound like a profitable business endeavor, but according to Wayne Elsey, founder and CEO of the Nashville-based Soles4Souls, it is a win-win for both the company and recipient. "Retailers can grow their revenues and drive new business into their stores while doing something good for those in desperate need," he says. The Soles4Souls mission is simple – provide shoes to the world's neediest inhabitants. This straightforward approach has made it one of the most popular charities of our time, winning the praise of many in the entertainment and sports world, and the backing of corporate sponsors. "We do what we know; we get and give shoes," says Elsey.
Soles4Souls got its start in the wake of the Asian tsunami in December 2004. "As I watched the television coverage, I saw a shoe floating in the debris, and it bothered me," he recalls. "I just knew I had to do something." While many preferred writing a check, Elsey, a shoe industry veteran, was compelled to do more. He called a few colleagues and asked if they would partner with him to donate shoes to the relief effort. Together, the team sent over 25,000 pair of shoes to victims of the disaster. When Hurricane Katrina struck the gulf coast in 2005, the group responded again, but realized the need for shoes transcended any one catastrophe. Soles4Souls officially incorporated as a 501(c)(3) in February 2006.
To date, Soles4Souls has given away over 3 million pair of shoes, about one pair every 17 seconds. Over 96 percent of the donated footwear winds up on someone's feet. The remaining are recycled, used in playgrounds and arenas across the country. Shoes have been distributed in over 40 countries and across 5 continents, anywhere there is need. Some of the footwear has even wound up in the United States, in the country's most blighted neighborhoods.
Working Toward a Successful ‘Yes’ Agreement
In last month's article, I discussed how you can assert a Positive No, which is the ability to express your values while declining some part of an agreement or request. As a follow on to reflections from the William Ury book, "The Power of a Positive No," here are some thoughts on concluding your negotiation to achieve a mutually satisfactory agreement.
The No you expressed will probably be construed as a rejection so you don't want to terminate the discussions there, assuming you prefer to continue the relationship. As you may be closing one door, you want to be sure to open a second door. At this juncture, you can assert real value and make progress that may not have been possible before.
After hearing the No, frustration will probably occur to the other party which may result in anger and diminish your chances for an agreeable conclusion. What can you do with that negative energy? Make a positive proposal. Express a common Yes that will show respect for the interests of the other party. Your ability to recognize and satisfy the other's interests will facilitate a mutually acceptable agreement assuming your interests will be met as well. You will be successfully persuading the other to accept your offering because you will be meeting his needs. After the suggested agreement, the other party will now have the opportunity to express a No to you. This is certainly a risk that the negotiation may break down. But unless there is a 'win-win' outcome, the agreement will be short-lived anyhow. You can feel comfortable that you expressed your No and you fairly gave the other the same chance. If he feels he was persuaded unfairly, negative feelings may persist and ruin the possibility of a joint agreement. There is an old adage that says 'a man convinced against his will, is of the same opinion still.' Manipulation by talking someone into something if they really don't accept the value and agree is not a successful long term strategy.
