Local fish are actually not as good as you might think.
1. They're usually older and have never been culled (missing eyes,
battle damage, etc)
2. They're not high-demand fish (no one brings me unwanted Discus ;~)
3. If they are unusual, then there will be 100s of them and will glut
the market in 2 weeks (some obscure cichlid spawn).
4. They usually arrive with little or no notice.
A fishroom manager has a strategy for monthly sales promotions and
stock rotation. When fish are ordered, there's a master plan and the
required tanks are prepped for each species arrival. Someone walking
in with a couple of Home Depot 5g buckets filled with unwanted
livebearers, or overgrown Pacus & Plecos or a cichlid spawn will not
neccesarily be greeting with enthusiastic glee and visions of
profit. ;~)
Having said that, I never minded it too much, but I had about 120 wet
tanks, a dozen dry tanks which could be coaxed into service and my
staff kept the fishroom under pretty good control so we could
accomodate surprises. The best surprises were people who were moving
away, and were convinced that we were the best place to 'adopt' their
fish (nice specimens), and then our suppliers would also receive and
pass along freebies to us which were unusual (really nice specimens!)
The 'fish credit' philosophy was to give the customer something,
rather than tell them why we might not want their fish (see above).
= best case ====================
In the live goods scenario:
The store spent $10 on fish and sells them for $50 (in fish credit)
which they gave out for $250 retail of fish (5:1 ratio again), so the
potential uptake is $300 for $10 invested (30:1 ratio).
In the dry goods scenario:
The store spent $25 on food and sells it for $50 (in fish credit)
which they gave out for $250 retail of fish (5:1 ratio again), so the
potential uptake is $300 for $25 invested (12:1 ratio).
As a store owner, would you rather make $30 or $12 on a $1 dollar
investment?
= worse case =================== (the fish brought in die, and the
store spends $20 cleaning up the mess).
In the live goods scenario:
The store spent $10 on fish and sells them for $50 (in fish credit)
which they gave out for a bunch of fish which died and cost them $20
to clean up, so the potential uptake is zero for $30 invested.
In the dry goods scenario:
The store spent $25 on fish and sells it for $50 (in fish credit)
which they gave out for a bunch of fish which died and cost them $20
to clean up, so the potential uptake is zero for $45 invested.
So for no profit, do you risk losing $30 or $45?
You can see that if a pet shop gives store credit for fish credit (at
1:1), they're either making less money, or they're losing more money.
What also isn't reflected here is that these stores have a huge
overhead cost, so modest profits are really break-even, and modest
losses are usually much bigger losses.
That's enough math for today ... my head hurts.
NetMax
On Mar 15, 12:32 pm, NitroCarbon <
next...@networkspeedy.com> wrote:
> Where I shop, credit is credit. Period. All credit has cash value in
> the store and applies to anything. What a convoluted system these other
> stores have!
>
> ~nc
>
> > Jeff Walther- Hide quoted text -
>
> - Show quoted text -