Pdwoodbutchers' Portable Sawmill Service in South Carolina


Making better lumber, teaching basic value

First things first

Life is full of the debates as to what comes first.  Chicken and the egg. Cart and the horse.  Man and God.  You get the picture.   So when one steps out to begin a new business, what comes first, the business or the customers.   What I mean is, do you create demand, then build capacity; or do you start with capacity and drive demand.   My first concern lies in the capital requirements.  The landscape is littered with the carcasses of businesses started and equipped based on  potential business.   But potential business does not pay realized bills.  Or do you risk alienating those early customers because  the offering does not compete, either directly or indirectly?

Well all that becomes moot when necessity cries out.  The wail of necessity takes a couple of different forms.  The first one is when your venture can not keep up with what the customer demands.  That’s different than keeping up with demand.  You see, demand by itself is a economic entity.  Simply defined, it’s how much of a product or service can a given market contain.  Put the word customer with it, and now it takes on human characteristics.  The most important human characteristic is expectation.  Expectations embody several concepts, the most important are quality and performance.  I think success can be measured by how wide the gap is between a venture’s economic supply and the customer’s demand for quality and performance.  With that thought in mind, I have recently   experienced the pleasant surprise that customers will temper their demand for performance, provided that a venture’s supply will increase quality in exchange.  People will wait for quality, particularly in tough economic times.  Offer more basic quality, and success is not too far off.

Another necessity is maintaining supply.  Recently the mill suffered damage that I could not easily and inexpensively repair.  Production stopped.  I will lose production while awaiting repair parts,  plus the cost of the spare parts.  Or I can take a leap.  I can order a newer higher capacity mill and not only restore supply, but also expand it.  How far a leap?  Well,  the repair parts will cost 30% of a months projected revenue.  A new mill costs 400% of a month’s projected revenue.  That means I spend 30% to get back to the status quo.  Or I spend 375% more and gain 400% in production.   The new mill will increase my production from x to 4x.  Mathematically,  it’s a no brainer,  emotionally, it takes commitment.

Now all I need is a vehicle that can make it to Dothan Al and back.  That’s where the new mill is….


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