18 | Orgill Case Study Lastly, Barksdale explained how the K&C team could help expedite the process by filling in any missing information for items where no matches were found. “We want to make sure the customer understands they are in complete control of every step along the way,” Barksdale says. “We want to do whatever we can to help in the process and also give them every opportunity to understand what we need.” With the store walkthroughs and the initial POS data conversation done, Barker had gathered all the information he needed to assemble his final proposal. But before diving in, he held one more meeting with the Bundicks to explain the next steps in the process. In this meeting, he outlined suggestions for improving the business. This proposal included: • A complete overview of the suggested Smart Start assortments being proposed. • A complete overview of the anticipated buyback credits K&C could expect to receive for each of the assortments they implement. • A complete overview of the cost difference for implementing the proposed program, less the buyback credits. • A plan for conducting the audit of K&C’s existing inventory to verify the quantity on hand for the buybacks. • An explanation of how the buyback credits would work and how product dating would work. • A timeline for ordering products, POP signage, any required fixtures and labor to complete the implementation. Once this discussion was complete, he emphasized again that the K&C Supply team would have complete control over every decision in the process and that he was simply making suggestions. “Ultimately, the choice of what to implement and what not to implement is yours,” Barker told them. “Mike was very clear about the process and explained that we were in the driver’s seat and he would answer any questions we had before we signed off on the final agreement,” Dana says. Before After
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