Marvin knows we all feel he is a hatchet man. He reads these online boards! Keep it up Carvin Marvin.
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STORE 3028 FOREVER! OUR STORE CLOSED TODAY, SAD... IT WAS A GOOD STORE, A FAMILY OF FRIENDS IN A SMALL COMMUNITY THAT NEEDED IT.
Larry stone was amazing he had a simple belief that if you took care of your people they would take care of you and that’s what we have lost. You worked in appliances you got a little spiff for what u sold. People sold more made the company more money and they got a little extra in their pocket. Every associate got money at Christmas for a turkey or ham a simple gesture. We have lost that value of simply taking care of your folks
The book “ruthless execution “ is on his shelf. Amir Hartman wrote it and Netready. Subtitle is what to do when your company hits the wall.
Of course Marvin is driving us into the wall. So I guess it’s about what comes next.
Look up the other books. Real eye openers.
I think the main problem everyone has is things keep getting cut but there has been literally nothing done to improve day to day operations for the regular associates. We get deteriorating working conditions and Lowes buys back 10 billion in stocks.
Marvin is not a great leader. He has read like 4 books about it. He was put in place by DE Shaw to cut costs and raise the stock price.
He fired all the past leaders except the chic in charge of hr to eliminate no men.
Great leaders seek out people who disagree, knowing it leads to better decisions.
Marvin ain’t all that. He’s a willing puppet.
What got me the most about his podcast was his assertion that the LP model had not changed despite retail being dynamic and changing. Not quite true.
LP (AP now) had changed dramatically over the years. Claude Verville was always in front of the changes and made them gradual, effective, and beneficial to the company in terms of getting the most return for the investment (generally speaking I know some did not pull their own weight). Then when he left, they started tweaking and pulling and re-arranging roles and duties and generally leaving us up in the air until the last second, then dropping changes on us with no preparation for the field people.
Prime example: when we went to SSM roles after getting rid of all those ASMs, the PowerPoint we were supposed to use for training them on their new roles was literally given to us 3 days prior to beginning training, and was set up to be almost 4 hours in length if done correctly. Ain’t no one got time for that was the general feeling of most of the stores despite our best efforts. Then after training these SSMs in their new roles, many store managers realized they had messed up and put the wrong people in spots and just flipped them with no prior coordinating with LP, leading to on the fly training in the aisles, which was constantly interrupted by customers, phone calls, etc and was mostly not effective. But blame LP for not getting that done. Right.
The model was working, Marvin. There WERE changes needed, but these were too dramatic and will result in back tracking by the company down the road. I even like the idea of some elimination of some LP and moving to multi store coverage by a senior AP position. But RL 1-4 was too dramatic and should have been 1-3 with the creation of ONE Senior AP position per market as a way of developing an area LP training bench company wide. There is very little difference between a 4 and 5 RL store, and the results will show with the 2019 inventories in the back half of the year. Front half will look rosy in many areas as they are close to inventory now and haven’t yet lost their LP/AP. But when the thieves (jnternal and external) have had time to hit basically unfettered.....
None of that makes sense.
I was PSI Coor and man, I brought up to management daily all the issues. Impossible to serve customers and XPO and CPO are useless, complete failures.
We had to send the "send off" packet to CPO which was like 4 huge stacks of paper. VIA FAX!!!! LMFAO.
Pony Express would have been better and faster.
I could go on and on with specifics but no one cares. When I brought issues up to management, I was just told to stfu and do as told and labeled a troublemaker.
Bye Bye Psi. This was a failure from inception.
Hey Marvin - if your PREMISE is wrong, so will be everything that follows it. I can tell you what else will fail. You ready? PRO SALES PUSH!
Youve done all this 100 milLlion dollar investing, yet NO ONE, EVER, has come to us at Pro and asked questions, seen store level operations, or addressed the HOW .. How will contractors GET the newly stocked products loaded and in cars when you have Pro Specialists everywhere but behind the desks? How will you get Pro sales when theres no Pro Specialists answering phones but instead doing entire store IRP's. Go ask your Pro's what they have been told and directed to do every day.
Since day 1, I was told Corporate will not staff or budget us for lumber and the store so Pro guys must do as told and cover lumber, unload trucks, Irps, cycle counts, signage. You cant get the Pro, if you have no pro desk. Period. Check your premises. God bless.
56 lawsuits over PSI projects, just in 2018.
With psi losing 22 million a year it’s no wonder why they are shutting it down.
Going to watch it now!
Anything interesting in today’s podcast?