Rob’s comments are in italicsDerek’s comments are in normal font
You were telling me about a letter you wrote to Apple once that generated a lot of revenue...
Being an Apple dealer was possible as a small player once, although they rapidly weeded out those not operating at their desired scale. My letter aimed to retain my dealership, which provided a tidy revenue. Apple relayed the contents of the letter to someone else who provided substantial business and opened many doors.
In the late 70s, I partnered in an Apple dealership until discovering my main co-director was dishonest, prompting resignation. The Apple II, their entire product line, represented the first convincing desktop computer. Several contacts maintained their relationship, including BP Research Laboratory in Sunbury. They purchased an Apple to automate their electron spectrometer operations. One customer published an academic paper, generously offering co-authorship credit.
Becoming an Apple dealer required buying and steadily selling a small stock. Later, they focused on dealers shifting dozens monthly, not occasional sellers.
Apple did their 80/20 analysis and you were not in the 20!
No! Some friends running a West End security systems business suggested developing a retail point-of-sale stock control system for desktop computers.
Kick the can down the road a bit…
The letter to Apple described this development process, which kept the account open. Jeffrey Wallace, from a family running women's fashion shops nationwide in the 50s and 60s, noticed. The family had sold to retail conglomerates but retained a Benetton franchise, hoping his son would operate it.
Unlike most single-shop franchisees, Wallace operated four shops with young women managers. Benetton's barcode system implementation had a three-year timeline. Wallace contacted Apple seeking solutions, leading to our collaboration.
The system expanded from 4 shops to 35 before Wallace sold the business. Relationships with cash register dealers developed through Omron connections. New capabilities included foreign currency functionality for airport and boat operations.
The Tamar Bridge project emerged through a 10% commission arrangement. Total revenue exceeded three-quarters of a million pounds, stemming from that initial Apple letter. Though Apple eventually closed the account, established connections generated ongoing business, including toll systems for Cleddau Bridge and Sandbanks ferry.
This is why you should never burn bridges with outgoing employers or old clients who have decided to cancel. Like you just never know. The laws of unintended consequences can work in your favour as well as working against you.
Perry Marshall often says, sleep with one eye open. Keep an eye out for these opportunities when they come along and they will come along and seize the day. Carpe Diem.
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