Purdue's sista inlägg i google's cache tyder på att "det fatala nya systemet" var en mycket liten del av deras problem:
"Looking back now I realize that. I'm not a manager, I'm a nerd. In the early days, it was easy. There was only me and it was a long time before we grew to be the size we ended up. But as we grew, I got pulled in all different directions and found myself micromanaging all areas - not a good way to manage. I tried to be a Jack of all trades, but the end of that saying is "master of none"."
"And my other key fault: finance. Again, I'm a nerd, not a businessman. I had an idea and went with it. I didn't study a business model and calculate the net return; I was a nerd with an idea."
"In November of 2004, I fired our warehouse manager (and assistant manager). In hindsight, I realize that this was the beginning of a downward spiral. She had wanted to move into another part of the company that interested her, but an area that she was not quite prepared for. I made mistake of letting her, and when I realized my error, we had already replaced her as warehouse manager."
"A problematic Christmas followed, because of the managerial changes that were made, and because of the nature of the season in the fulfillment industry."
"Shortly after Christmas, we began a move into a new facility that offered 5 times more pick space, 3 times more pallet space, but which increased costs by threefold. The move went badly, took longer than expected, and took more people than we thought it would."
"A few months after that, we implemented a new paperless and wireless pick/pack system that we thought would run flawlessly. It didn't, and it took us a long time to get our arms around the problems."
"For the first time in our history, we lost merchants. Sure we had lost merchants before, but never at a rate greater than we were gaining them."
"The rest is history. We tried to find investors, failed, and closed."
Kom ihåg personuppgifter