Vinyl Me Please (store, exclusives, swaps, etc)

Indymisanthrope said:
I hear you. It’s 2020, it’s the internet, we’re all savvy enough to see the breadcrumbs and/or to take measures to hide the things that we want to keep private. Truly, you didn’t do anything I wouldn’t have done to satisfy my own curiosity (except the DM part). But it can easily feed the other side’s narrative too, right? They’ve already mentioned a certain degree of toxicity in the complaints. Storf, no matter what anyone says about the conversation that actually occurred, obviously FELT like some reddit comments went over the line. So if you happen to have that mindset, and then you log onto this forum and find that we’re in the middle of a conversation about what the CEO’s wife posted on her personal page, well...professional connections or not, I just think it looks a little gross for us, that’s all.
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.....and this is why my comment was "She shouldn't have posted this". I don't believe she's naive enough to not think she wouldn't get a reaction, and as much as i'm not a VMP fan, it should never be a personal thing, it should be aimed at VMP. That beings said, posting something like this just shows how unrealistic "the company" is about perception and how they feel the best way to manipulate, yes, manipulate, the member base is.

There is no scenario where a spouse or family member posts something like this about a company they are attached to and not have it be adding fuel to the fire. It would be wonderful if just typing the words "can't we all just get along" was strong enough to curb all this, but again, we all know this is the internet and how it's built...........including her and her husband.

I don't wish anyone at VMP any personal ill will, but as a company they keep trying to blur the lines of vendor/customer and cool club/friend to suite the narrative at hand.
 
If it were a company I owned, I would pause all operations until a massive issue was fixed and I’d value making things right and protecting my own mental health and those of my loved ones over continuing to take in (and preserve) as much cash as possible. And that is why I’ll never be rich or a good capitalist. 😔
 
swamp jazz box set said:
If it were a company I owned, I would pause all operations until a massive issue was fixed and I’d value making things right and protecting my own mental health and those of my loved ones over continuing to take in (and preserve) as much cash as possible. And that is why I’ll never be rich or a good capitalist. 😔
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You.......care?!? About people and your mind!?


Send this one to the brig while we shovel more money into the furnace.
 
AndySlash said:
none of which his wife had anything to do with, and



you are publicly minimizing her experience and the issues she is facing with your comments towards her, the same thing you are stating nathan is doing to others with his comments.

'just be kind' isn't all that unreasonable of a request. reading just this page it certainly feels like our community could share a little more kindness and respect with each other.
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I know I am late to the game at this point, but is this a parody? I feel like I missed something.
 
Tyr said:
As a consultant, I just want to say that I am very fond of you Mr. @Joe Mac ;)
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hahaha! I’m sure you are great and that there are some great consultants who do great work in certain areas. Working in a legal environment I find that the ones that we get in, particularly in terms of process rationalisation, really struggle to adapt to the fact that we can’t be serviced with a standard approach and that it takes a bit more nuance because there are certain considerations that just cannot be streamlined or removed.
 
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Also, I have walked into MUCH larger companies (think 10MM a month over VMP’s 10MM per year) that were in much more dire situations than VMP, and helped them turn things around in 6-12 months. Sometimes having an outside perspective with a higher degree of business acumen is a good thing. Especially if your company doesn’t currently have the knowledge or bench-strength to handle your issues.

But again, as with every field, there are good consultants and bad consultants.

The focus, from my perspective, for VMP should be on 3 distinct areas: People, Processes, and Systems. These 3 funnel into the overall business stability and delivery of their company and brand.
 
Tyr said:
Also, I have walked into MUCH larger companies (think 10MM a month over VMP’s 10MM per year) that were in much more dire situations than VMP, and helped them turn things around in 6-12 months. Sometimes having an outside perspective with a higher degree of business acumen is a good thing. Especially if your company doesn’t currently have the knowledge or bench-strength to handle your issues.

But again, as with every field, there are good consultants and bad consultants.

The focus, from my perspective, for VMP should be on 3 distinct areas: People, Processes, and Systems. These 3 funnel into the overall business stability and delivery of their company and brand.
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This is what I have been saying for weeks.
Of course I don’t know what they have implemented or even researched , but if it were me and I’m the ceo , I’m putting on my customer service hat. That and at minimum use capable loyal friends to take on some after hours work to help expedite things. Again this is at minimum. This is a giant mess.
 
Joe Mac said:
hahaha! I’m sure you are great and that there are some great consultants who do great work in certain areas. Working in a legal environment I find that the ones that we get in, particularly in terms of process rationalisation, really struggle to adapt to the fact that we can’t he serviced with a standard approach and that it takes a bit more nuance because there are certain considerations that just cannot be streamlined or removed.
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I 100% understand where you are coming from, my friend. Specialized businesses, or industries, with complex business needs require a much more adept person to understand their processes. In consulting, there is rarely a one-size fits all solution.
 
Tyr said:
Also, I have walked into MUCH larger companies (think 10MM a month over VMP’s 10MM per year) that were in much more dire situations than VMP, and helped them turn things around in 6-12 months. Sometimes having an outside perspective with a higher degree of business acumen is a good thing. Especially if your company doesn’t currently have the knowledge or bench-strength to handle your issues.

But again, as with every field, there are good consultants and bad consultants.

The focus, from my perspective, for VMP should be on 3 distinct areas: People, Processes, and Systems. These 3 funnel into the overall business stability and delivery of their company and brand.
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Delta Don said:
This is what I have been saying for weeks.
Of course I don’t know what they have implemented or even researched , but if it were me and I’m the ceo , I’m putting on my customer service hat. That and at minimum use capable loyal friends to take on some after hours work to help expedite things. Again this is at minimum. This is a giant mess.
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You are correct!

I had some small insight into their tools and delivery methods a couple years ago, but that info is long since out of date. Their focus last year on bringing in outside talent with greater experience is a good first step. However, ultimately, no matter how many heavy hitters you bring in and place, business strategy and direction is decided at the Executive level. Depending on the Structure of their business and the strength of that Executive team, positive business moves are sometimes overruled due to competing factors and priorities. That whole, you can lead a horse to water axiom. I do not know what VMP’s company culture is currently. But from some of the subtle cues they give off I would say that it is definitely a top down, authoritarian structure. Which means all roads, and decisions, lead back to the top level. Ultimately, they need to do better.
 
Tyr said:
Also, I have walked into MUCH larger companies (think 10MM a month over VMP’s 10MM per year) that were in much more dire situations than VMP, and helped them turn things around in 6-12 months. Sometimes having an outside perspective with a higher degree of business acumen is a good thing. Especially if your company doesn’t currently have the knowledge or bench-strength to handle your issues.

But again, as with every field, there are good consultants and bad consultants.

The focus, from my perspective, for VMP should be on 3 distinct areas: People, Processes, and Systems. These 3 funnel into the overall business stability and delivery of their company and brand.
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I agree with you on what they need to improve. Shutting the forum and infuriating a ton of their core/most die hards is the antithesis of people. It still makes 0 sense to me because it's so easy to learn that the die hard fans are the whales and your best word of mouth marketing.
 
BazookaTooth said:
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Hahahaha! I love this. At my company I often call our specialized consultants “certified killers” or “heavy hitters” because they all need to be sharp and flexible enough to get the job done in any situation no matter who is sitting in Samuel L’s car. With smaller consulting firms, you don’t have the luxury of having your people be good at only one thing. They need to be the RIGHT thing for that specific client.
 
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