The process of making them is more important than a company that makes normal ice cream. You should know where the ingredients are sourced, you should know how they are combined and turned into Dippin’ Dots, and you should know how they are packed and delivered to vendors.Įspecially since the entire thing about Dippin’ Dots is that they are novelty ice cream made with an elaborate, trademarked method. If you are the long-tenured CEO of Dippin’ Dots, there is no good reason for you to be anything but an expert on every aspect of the Dippin’ Dot production process. It makes them at a handful of facilities and then ships them around the country and into select foreign markets. Dippin’ Dots makes one thing: Dippin’ Dots. This is totally reasonable for huge companies with zillions of employees spread out across the world, making hundreds of different things for thousands of different markets.Īnd then there are companies like Dippin’ Dots. If you are going to be asked about fidget spinners, someone who works for you will give you a one-sheet piece of paper with the details that you will review before the meeting. You probably have a lot of details about the most important products and then cursory knowledge about the less important ones. Their supply chains will span the globe, and some of the products are not significant drivers of revenue. A really huge company makes thousands of products. I imagine if you are the CEO of a massive conglomerate like General Electric, you probably don’t have perfect, complete information committed to memory about the manufacturing processes of every single item your company produces.
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