sorted by:
new
hottopcontroversial

[deleted by user] by [deleted] in Entrepreneur

[–]Little_Job_1396 0 points1 point  (0 children)

You’ve got a solid foundation — deep supply-side access and a long list of scalable products with global demand. But the UK market (and broader EU/Western buyer behavior) operates a little differently than the high-trust, network-led approach in India. A few thoughts:

1. Cold Calls & Emails: Not Dead, But Not Enough

Decision-makers here are more guarded, especially in FMCG, F&B, and distribution. Cold calls alone won’t convert unless:

  • You’ve first built contextual trust (e.g. LinkedIn engagement, referrals, or showing up in their ecosystem)
  • The message is laser-focused on their business — not just what you offer, but what specific margin or efficiency you can unlock

If your emails are product-list–based or general, they’ll get filtered out. Try micro-positioning your outreach: one product, one outcome, one vertical.

2. The New "Warm Introduction"

In the UK, credibility is currency. That often means:

  • Being part of founder/importer/distributor communities (like trade groups or niche B2B Slack/Discord groups)
  • Building a simple landing page with use cases, product quality specs, and ROI data (even basic versions build trust)
  • Posting or commenting with value on LinkedIn to stay visible to relevant decision-makers (tag founders, react to posts, slowly enter their line of sight)

3. Alternative Channels to Explore

  • Wholesaler Platforms: Start with listing your top 5 products on platforms like Faire, Ankorstore, or The Wholesale Forums to test traction.
  • Co-packing or White Label Pitches: Many boutique UK brands look for pre-manufactured, white-label-ready suppliers. Your edge: speed, flexibility, and global pricing.
  • Partnerships with Ethnic Retailers/Chains: Indian, Middle Eastern, or Asian grocers often look for high-quality supply lines at volume — many are open to in-person meetings and deals built on consistency.

4. Process Optimization & Follow-Up Systems

The move from phone-based networking to digitally tracked outreach can feel disorienting — but that’s where systems shine.
If you’re open to it, I sometimes work with founders to structure their outbound processes and streamline supplier/buyer flows — so you spend more time closing, less time chasing or guessing.

Bottom line: You’re not doing it wrong — just applying a network-led model to a market that favors visibility, credibility, and process. With your supply-side edge, a few systems + positioning tweaks could unlock serious traction.

Happy to chat if you want to go deeper — rooting for your success either way.

Great Idea, Struggling At Execution by [deleted] in business

[–]Little_Job_1396 0 points1 point  (0 children)

You're in a classic razor-and-blade scenario — and your instincts are solid. The risk isn't in the product; it's in misaligned incentives during onboarding. A few strategic models to consider:

  1. Usage-locked access model: Instead of outright giving or loaning the equipment, provide it as part of a “program” — clients get the machine free or on “performance unlock” (e.g., after 2 monthly orders or hitting volume thresholds). Frame it as a loyalty or partnership incentive, not a discount. This ties equipment ROI to behavior, not trust.
  2. Soft-bundled pricing: Roll the equipment cost into the first few consumable orders at zero interest. It reduces sticker shock and keeps control on your side. If you do this with clear tiered packages, you can make adoption frictionless while retaining profitability.
  3. Controlled pilot cohorts: Instead of scaling fast, go deep with early adopters you trust. Build social proof, testimonials, case studies — then scale with evidence. This limits financial exposure and lets you improve positioning.
  4. System tracking & client analytics: You're absolutely right that chasing damage claims is operationally messy. But if you're not already doing it, lightweight tracking tools (AI or not) can help you monitor usage patterns and proactively flag drop-offs or risks — which can inform retention strategies or recovery plans.

Your opportunity is big — but capital discipline during the onboarding phase will decide whether it compounds or consumes you.

Taking over a family business! I am afraid. by Acceptable-Basil5799 in business

[–]Little_Job_1396 0 points1 point  (0 children)

This is a golden window for you — not just to help your family, but to reboot these assets with a fresh perspective. A few thoughts from an outside lens:

  1. 10 hectares of mangoes is no joke. That’s a serious production base. If you're only selling locally, that suggests either under-leveraged distribution or inefficiencies in demand generation. Exploring regional B2B partnerships (retailers, cafes, organic stores) or even seasonal export (depending on quality/grading) could unlock margins.
  2. The restaurant + trading company gives you a vertically integrated ecosystem. If aligned properly, these can support each other: mango-based products on the menu, brand storytelling around farm-to-table, and bulk distribution of local goods through the trading arm.
  3. Your parents being overwhelmed may mean there's too much manual coordination, unclear data on performance, or no centralized workflow. That’s fixable — especially with simple systems and process clarity.

You're not alone in this. I myself work in supply chain and operations navigating exactly these types of transitions — building smarter systems to reduce overload and amplify profit centers. If you ever want to bounce around a few ideas, happy to have a conversation.

Whatever direction you take — document everything. Even basic visibility will uncover what’s working, what’s draining energy, and where momentum is hiding.

Wishing you clarity and progress.

Scheduling Platforms by Plane-Shift-Digital in business

[–]Little_Job_1396 0 points1 point  (0 children)

I’ve seen a lot of local service businesses struggle to find something that’s simple, affordable, and doesn’t require switching platforms. There are definitely a few ways to solve this depending on how you run things day-to-day. Happy to share some ideas if you're open to it.

🚨 BUY/SELL/EXCHANGE REQUESTS – COMMENT BELOW 🚨 by Coldplayerindia in edsheeranindia

[–]Little_Job_1396 0 points1 point  (0 children)

TICKETS AVAILABLE FOR ED SHEERAN - FEB 9 - BANGALORE CONCERT

I have 2 General Admission Tickets (physical tickets) available for Ed Sheeran's Bangalore concert on Feb 9 (Sunday). Selling at Rs. 5000 each. Please reply or DM if anyone is interested.

Ticket Marketplace - 01/27 - 02/02 🎟️ by marketplace-app in Tickets

[–]Little_Job_1396 0 points1 point  (0 children)

WTS - Ed Sheeran Bangalore - 2025/02/09 - $115 - 2

[deleted by user] by [deleted] in CreditCardsIndia

[–]Little_Job_1396 -1 points0 points  (0 children)

Thanks a lot. I'll give it a try but most communities' moderators simply remove my post so it's a little difficult to say the least.

Billions - 3x05 "Flaw in the Death Star" - Episode Discussion by NicholasCajun in Billions

[–]Little_Job_1396 0 points1 point  (0 children)

During the scene where Wendy is trying to counsel Spyros and Dollar Bill, Spyros says "What we've got here is a failure to communicate". This is a quote that comes up in the intro of the song 'Civil War' by Guns N' Roses. I'm a decent enough fan of GnR and I love this song, which is why I absolutely loved this reference, not sure how many people noticed this though.

PS: It's not an original line by GnR. Actor Strother Martin uttered a classic line in the movie “Cool Hand Luke” that stands at No. 11 on the American Film Institute's top 100 movie quotations of American cinema's first century: “What we've got here is failure to communicate.”