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CEO Blog

12/10/2026

Finally, you only need one distributor

Count how many...

Count how many distributors you have an account with. Three? Five? I know resellers who buy from seven – with seven portals, seven passwords, seven credit limits and seven contacts, one of whom is reliably on holiday. I’ve already written here about what I think of out-of-office replies. There was always one reason for collecting distributors, and it was a perfectly sensible one: nobody had everything. One had the devices, another the accessories, a third the service contract and a fourth happened to have stock. My argument is this: that reason is disappearing.

Let’s start with the maths, because you won’t believe me without it. Take twelve orders a week. Every additional source costs you fifteen minutes per order: log in, check stock, compare prices, place the order, match the delivery note, file the invoice. With two additional sources, that’s thirty minutes per order, six hours a week, three hundred hours a year. At €50 an hour: €15,000. Almost two working months in which nobody at your company has sold anything. Did buying from five different sources really save you €15,000? Sometimes, yes. Most of the time, you saved three euros on a scanner and never did the maths.

Then there’s the part that causes the most headaches: stock. With us, you see what’s in the warehouse – real quantities, not »available on request«. You can reserve stock for your project, and reserved means reserved: the devices sit on the shelf waiting for you, not for whoever shouts loudest tomorrow. And every reseller has their favourite products – the three scanners, the one printer, the terminal that appears in every second quote. Tell us what they are. We’ll make sure those exact products are there for you, even in the week when the market has been cleared out. I’ve already written about distributors without warehouses. This is the opposite.

The second point is less visible, but more important in the long run: your projects and service contracts are all in one place. Where was the service contract for those eighty devices from two years ago? When does it expire? Which project price applied, and which end customer was it registered for? If the answers are spread across five distributors, you’ll find them in the inbox of a colleague who no longer works for you. If they’re all in one place, you see which contract is about to expire – and call your customer before someone else does. You already know from this series that a service contract is either sold with the device or never sold at all. The renewal goes to whoever knows the date.

Then there’s the question of product range, because a single distributor is no use if they don’t stock half of what you need. We’re not a broadliner, and we don’t want to become one – I’ve written about why before. But within our specialist field, we go wide: scanners, mobile computers, label printers, POS systems, receipt printers, touch displays, customer displays, cash drawers – and all the accessories that go with them, from charging cradles to that one cable that always ends up missing. A rollout rarely fails because of the device. It fails because the mount was ordered from another supplier and arrives a week later, while forty devices are sitting in your customer’s corridor.

And now to the part I consider the most important. A distributor who only supplies what you already sell is a warehouse with a phone number. We’re constantly adding new manufacturers and new product areas – RFID, security technology and whatever comes next. For you, that means you can try out a new field without setting up a new supplier. Same account, same contact, same credit limit – and someone who can tell you what other resellers are currently learning in that field. Marketing calls that a Growth Engine. I call it this: your product range grows without your supplier list growing with it.

Now for the uncomfortable part, and this one goes against my own argument. In this series, I’ve warned about having one big customer that everything depends on. Doesn’t the same apply to having one supplier? Of course it does. Keep a second account. The day will come when we don’t have a particular item, and when it does, we’ll tell you rather than inventing a delivery date. I don’t want you to buy from us because you no longer have any other choice. I want you to buy from us because, for the past year, you haven’t needed another choice. There’s a difference – and it’s one we have to earn again with every order.

So remember: »A second distributor is insurance. A fifth is a sign that the first one isn’t doing its job.«

08/10/2026

Trade shows are dead. Long live dinners!

I’ll admit it: I’ve been to more trade shows than I care to remember....

I’ll admit it: I’ve been to more trade shows than I care to remember. I’ve stood at exhibition stands, lugged catalogues around, handed out pens and spent evenings in hotel bars talking about promising contacts who, come Monday, turned out to be students with a passion for collecting carrier bags. At some point, I started asking myself the question every financial controller had been asking for years: What does any of this actually achieve?

The honest answer is uncomfortable. These days, a trade show is largely an event where exhibitors visit other exhibitors. Everyone has already seen the latest products online, and the reseller you actually wanted to talk to is either at the stand next door – or hasn’t made it to the show at all because they’re short-staffed. You pay for floor space, stand construction, hotels at exhibition rates and three days with your sales team away from the office. And you come home with a stack of business cards, a third of which leave you wondering why you were given them in the first place.

Let’s use some example figures. A small stand with all the trimmings easily costs €25,000. If that results in a hundred genuine conversations, that’s €250 per conversation – and many of them last four minutes and end with: »Send me some information.« For the same money, you could invite a hundred partners to a really good dinner. Two hours, no neighbouring stand, no announcements over the PA system, no pens. Which of those two conversations will you still remember a year later? Exactly.

Now for the uncomfortable part – and it applies to me too: Trade shows aren’t completely dead. Manufacturers need the big stage, and some contacts really do happen simply because two people find themselves standing at the same coffee machine. If you disappear completely, people notice that too – just not in a good way. So I’m not saying: Stop going to trade shows. I’m saying: Stop treating a trade show as sales. It’s visibility. Sales happens somewhere else.

Where? Wherever people take the time to talk. I’ve written before that a slide with forty charts doesn’t convince me – an exhibition stand is basically the same slide, only you can walk around inside it. What does convince me is a conversation where someone listens, asks questions and remembers that your daughter has just finished her A-levels. That works a lot better around a dinner table than at a high table covered in a stretch tablecloth.

Anyone who knows us knows that we have a place for evenings like these where the food smells pretty good. But the principle works anywhere: at the restaurant around the corner, over a barbecue after a training session or at breakfast before a project kicks off. What matters isn’t the location, but the math behind it: fewer contacts, but genuine ones. Ten partners who know who you are after an evening together are worth more than two hundred business cards that end up in the recycling bin three weeks later.

So I’ll keep going to trade shows. But with lighter luggage instead of a catalogue full of products – and a short list of people I’m going to invite to dinner afterwards.

So remember: »At a trade show, you collect business cards. Around a table, you collect partners.«

05/10/2026

Europe is not a country

At conferences, people like to talk about the »European market«, and every time they do, I think: There’s no such thing....

At conferences, people like to talk about the »European market«, and every time they do, I think: There’s no such thing. There’s a single market, a customs union and quite a lot of regulations coming out of Brussels. But there’s no European customer, no European language and – as you discover at the latest with your first rollout – no European set of regulations for POS systems either.

Take a perfectly ordinary project: Your customer is a German retailer with branches in Austria, Hungary and Romania. They want the same POS systems, the same scanners and the same printers everywhere. Sounds like one order with four delivery addresses. In reality, it’s four projects. The POS systems have to meet different fiscal requirements in each country, the keyboards need different layouts and the labels need different special characters. And when the printer stops working, the branch manager in Cluj isn’t going to call Germany. They’ll call someone who speaks Romanian – and if there’s nobody available, they won’t call at all. They’ll send an email to your customer instead.

The convenient approach is: order centrally, deliver centrally, and things will somehow work out locally. That works perfectly well – right up until the first problem. Then a German technician is on a plane to Budapest because nobody on site knows how the devices have been configured, and your margin is sitting in the seat next to them. Do the math: flight, hotel, two days of working time – €1,500 disappears very quickly for an issue that someone locally could have fixed in an hour.

That’s why we’ve chosen not to take the convenient route. Jarltech has its own sales teams in Germany, Austria, Hungary, the Czech Republic and Slovakia, Romania and Southeast Europe. Not just a local address with everything forwarded to Usingen, but people who know the language, the resellers and the particularities of their market. That costs more than running a central webshop with a translation button. And it’s the reason why a cross-border project with us doesn’t stop at the border.

Now for the uncomfortable part: Not everything applies everywhere. Product ranges, availability, manufacturer agreements – some things that are taken for granted in Germany don’t apply in a neighbouring country, or only apply with restrictions, because manufacturers sometimes define their sales territories differently from the way countries appear on a map. We tell you that beforehand, not afterwards. A European project where you discover in country number three that the product isn’t even authorised for distribution there isn’t a delivery problem. It’s a consulting error.

My advice: When your customer says »across Europe«, ask about countries, not quantities. Ask who will handle the installation locally, who will provide support, which language the user interface needs and whether the POS regulations have been clarified in every country. And then give us a call before you write the quote. I’ve written about the last mile before – with international projects, it isn’t one mile, but four, and each one speaks a different language.

Europe is a great idea and an excellent market. But anyone who supplies it as though it were a single country learns the expensive way what it really is: a collection of countries that all do things a little differently – and all have good reasons for doing so.

So remember: »If you deliver across Europe, you don’t need one point of contact – you need one in every language.«

01/10/2026

Why we give you a later delivery date than the manufacturer

It happens regularly, and the mood on the phone is always the same: »The manufacturer says week 40, you say week 41 – why are you slower?« The short answer: We aren’t...

It happens regularly, and the mood on the phone is always the same: »The manufacturer says week 40, you say week 41 – why are you slower?« The short answer: We aren’t slower. We’re simply more honest about what the date actually means. I’m writing down the long answer here because it might save you an awkward email to your end customer on your next project.

A manufacturer’s delivery date is generally a dispatch date. It tells you when the goods leave the manufacturer – not when they arrive with us, and certainly not when they reach your customer. In between, there is transport, goods receipt, inspection, warehousing, order picking and the journey to you. We’re not talking about weeks, but we are talking about days – and those days determine whether your rollout starts on Monday or the Monday after.

Imagine if we simply passed the manufacturer’s date on to you. You pass it on to your end customer, who schedules staff, books the technician and informs the branches. The goods are then dispatched on time – but they haven’t arrived yet. Technically, nobody lied. In practice, twelve people are standing in a branch looking at the empty space where the pallet was supposed to be. Who pays for the technician who made the journey for nothing? Not the manufacturer. Not us. You.

That’s why we give you the date when we realistically expect to be able to hand the goods over to you. It’s later than the manufacturer’s date, sometimes frustratingly so, and it certainly won’t win any popularity contests on the phone. But it’s a date you can pass on to your customer without ending up embarrassed in the end. A distributor who gives you the earlier date isn’t selling you faster delivery. They’re selling you peace of mind – until the day the goods fail to turn up.

Now for the uncomfortable part: Our date doesn’t always hold either. Manufacturers postpone deliveries, containers are delayed, a batch fails inspection. I’ve written before about how we’ve committed to dates only for the manufacturer to throw those plans into disarray afterwards – and that still happens. The difference isn’t whether a date gets pushed back, but when you find out about it. With us, you find out as soon as we do. Not on the delivery date, when you have to ask.

And here’s a piece of advice that costs you nothing: For every project tied to a fixed date, tell us the date – not just the quantity. »We need 60 devices« is an order. »We need 60 devices, configured and ready to go on 3 November because that’s when the branch opens« is a project. With a project, we have the opportunity to order earlier, reserve stock or tell you in good time if things are going to be tight. I’ve already written about EOL with advance warning; this is the same principle on a smaller scale: The earlier we talk, the more options we have.

Ultimately, a delivery date is neither a wish nor an estimate, but a commitment that someone else bases their planning on. We’d rather give you a date you don’t like today than one that leaves you having to explain yourself three weeks from now.

So remember: »An early date that doesn’t hold is slower than a later one that does.«

28/09/2026

You sell the service contract when you sell the device – or never

There are few sentences I hear more often in our industry than this one: »We’ll sort out service if something happens.« It sounds pragmatic, customer-friendly and...

There are few sentences I hear more often in our industry than this one: »We’ll sort out service if something happens.« It sounds pragmatic, customer-friendly and unobtrusive. In reality, it’s the most expensive sentence a reseller can say to an end customer – for both of them.

Why? Because there’s exactly one moment when an end customer thinks about service, and that’s when they buy the device. At the point of purchase, the budget is available, approval is already under way, and one extra line in the quote barely gets noticed. Three months later, the budget has been spent, the buyer is on holiday, and nobody is going to sign off on maintenance for devices that are currently working perfectly well. And there’s another factor: many manufacturers’ service contracts can only be purchased within a certain period after the device itself. Miss that window and you’re no longer negotiating the price – you’re asking for goodwill.

Let’s look at an example: A warehouse with thirty mobile computers, and one of them fails. Without a contract, that means getting a repair quote, obtaining approval, sending the device in and waiting. Three weeks is by no means unusual. During that time, you’re not just missing a device – you’re missing a workstation. Assume just two hours of lost productivity per day at €40 an hour, and over fifteen working days that adds up to €1,200 – before you’ve even paid for the repair. Now compare that with what a service contract would have cost for that one device. Your end customer will do the same calculation. Unfortunately, they’ll only do it afterwards – and when they do, they won’t remember the manufacturer. They’ll remember you.

Now for the uncomfortable part, and this one is about you, not the end customer: Many resellers leave service out because they don’t want to make their quote more expensive. The concern is understandable. But you’re not competing against your competitor’s price. You’re competing against their excuse. The supplier who quotes without service is two lines cheaper in the comparison – yet nowhere to be seen for three weeks when the first device fails. I’ve already written about »cheap is best« and total cost of ownership – the service contract is where that theory turns into actual euros.

And there’s something else that often gets overlooked in the discussion: a service contract means recurring business. You sell the hardware once. The contract keeps the customer with you for years, reminds you when it’s time to renew and opens the door when the devices need replacing. Call the customer at the end of the contract term and you’re in a position to sell the next generation. Without a contract, you may only find out about the replacement when the tender lands.

Here’s what we contribute: We carry the manufacturers’ service items and find the right one for the device for you – which, with some manufacturers, is practically a science in itself. You don’t need to know which contract term, level of cover and device model belong together. You just need to ask. Or better still: let us ask about service with every hardware enquiry.

So, include service in every quote whenever a device is part of a process that comes to a halt if that device fails. The end customer can always remove it. But then it was their decision to remove it, not yours – and they’ll remember that difference when the first display breaks.

So remember: »The service contract you don’t offer is the one your competitor sells when the first device fails.«

24/09/2026

A device isn’t ready just because it’s been unpacked

There’s a moment every reseller knows, but nobody puts in their quote: the box is open, the device is sitting on the table, the end customer is delighted – and that’s...

There’s a moment every reseller knows, but nobody puts in their quote: the box is open, the device is sitting on the table, the end customer is delighted – and that’s when the work begins. Charge the battery, update the operating system, configure the Wi-Fi, install the app, lock down kiosk mode, apply the label, record the serial number. For one device, that’s a coffee break. For two hundred, it’s a weeks worth of work that nobody pays you for.

Let’s do the math without sugar-coating it. Two hundred mobile computers, fifteen minutes of setup per device – realistic, if anything, that’s on the conservative side. That’s fifty hours. Do it on-site at the end customer’s premises and you also have travel time, waiting for the IT manager who can’t find the Wi-Fi password, and that one room without any power sockets. At an hourly rate of €80, you’re quickly looking at €4,000 in costs – for a project where the gross profit on the hardware might barely be any higher. At that point, you haven’t sold anything. You’ve made a donation.

The usual response is: »I’ll just factor that into the price.« In theory, correct. In practice, your competitor’s quote lists the bare hardware, and your end customer compares numbers, not individual work steps. So you don’t factor it in after all, hope for a quick rollout and discover on day three that half the devices are running a different firmware version from the other half.

That’s exactly what staging is for – pre-configuration before the goods leave our warehouse. The devices arrive at your customer’s premises exactly as they need them: updated, configured and labelled, with a serial number list included with the delivery. Unpack, switch on, get to work. When I wrote about proprietary software, I said that pre-configuration, bundles and rollout plans aren’t standard processes you simply buy off the shelf. Here’s why: If you want to configure two hundred devices identically, you need more than just pairs of hands. You need repeatability.

Now for the uncomfortable part: Staging costs money. We don’t do it for free, and I’m not going to tell you that it always pays off. If you have three scanners that simply need to be unpacked and plugged in, you don’t need us. The equation changes when quantities, configuration complexity and multiple locations come together – and that point arrives sooner than most people think. Our effort per device is lower because we do it every day. Yours is higher because you do it every three months and each time you first have to work out where you saved the configuration file from the last rollout.

And there’s another benefit that doesn’t show up in any calculation of working hours: Suddenly, you’re selling a service rather than a box. Staging appears as a separate line item in your quote, with your margin on top, and your end customer gets a rollout they don’t have to think about. A device that works from day one is the best argument for why the cheaper supplier wasn’t actually cheaper after all.

So my advice is this: For every project involving twenty devices or more, don’t start by asking about the price per unit. Start by asking what needs to happen after the box is opened. The answer determines whether you make money on the project – or simply deliver it.

So remember: »The most expensive working hour is the one spent on-site at the customer’s premises – and that doesn’t appear in any quote.«

21/09/2026

Why does an IT distributor run a restaurant?

The question comes up without fail, usually around the second glass: »Be honest – why does an IT distributor need its own restaurant?« The implication is obvious....

The question comes up without fail, usually around the second glass: »Be honest – why does an IT distributor need its own restaurant?« The implication is obvious. People suspect a midlife crisis involving a chef’s hat, or a very expensive hobby that the accounting department dutifully carries on its books. I can put both of these theories to rest – the first one at least halfway. And because the answer tells you more about Jarltech than any corporate presentation ever could – I’ve already written here about what I think of slides – you’re getting it without the slides.

First, the facts, so nobody has to guess: »Uwe & Uli« is housed in a half-timbered building dating back to 1704, and the building belongs to Jarltech. That makes it around three hundred years older than anything else we sell. The restaurant isn’t an investment or a private indulgence; it’s a Jarltech department – with its own cost centre, its own budget and a boss who scrutinises the figures just as closely as he does with scanners. My partner is Uwe Weber, and for anyone wondering how the work is divided between the two names: Uwe knows how to cook. I’m allowed to stand next to him.

Now, you might argue that a distributor that has been running its own cloud since 1995 and builds its own AI has no business being in a half-timbered building. Quite the opposite. The restaurant operates according to exactly the same philosophy as the rest of the company – menus on screens, AI in the background, technology wherever it takes work off people’s hands. The only difference is that guests don’t notice any of it, and that’s precisely the point. Technology is at its best when nobody talks about it. Someone sitting at a table doesn’t want to know which system is processing their order. They want their nut allergy to reach the kitchen.

And that brings us to the heart of the matter. Jarltech sells value-add – to you as a reseller and to our vendors. Value-add is a nice term for an inconvenient truth: the box alone isn’t enough. You can get the box anywhere. What makes the difference is everything that happens around it, and that’s difficult to show on a price list. In a restaurant, you can taste it. The guest with the allergy, the guest who is delighted to find a menu in Chinese, the table where everything is going wrong but everyone still goes home happy – they’re the same challenges you encounter in a rollout project, just with sauce. Anyone can do standard. It’s the exception that people pay for. And the exception needs one ingredient you won’t find on any data sheet. At the risk of sounding sentimental, I call it love.

Now for the uncomfortable part: A restaurant is the most unforgiving customer review I know. In distribution, a mistake might be making its way through the system for two days before anyone notices. In a restaurant, after twenty minutes there’s a person sitting opposite you telling you exactly what they think of your performance – no ticket, no escalation level. Cold plate, cold verdict. And because we genuinely move employees and careers between the two worlds, I can assure you of one thing: anyone who has experienced that will never again write an email saying, »Your enquiry has been forwarded to the relevant department.«

And yes, there are synergies, even though I normally avoid that word like a slide with forty bullet points. When the restaurant goes out on a catering job, it uses Jarltech lorries. When Jarltech says thank you at Christmas, the Advent calendars come filled with handmade chocolates from the Uwe & Uli kitchen. And now name me another IT distributor that can send an award-winning Frankfurt Green Sauce to a supplier in Asia. I’ll wait. I’ve already written in this series that a discount is forgotten the next day. A Green Sauce that travels halfway around the world isn’t.

That leaves the part for which my own people occasionally look at me with a certain amount of pity: more than a hundred cooking videos on YouTube, »Uwe & Uli – at home with us«. A CEO cooking in front of a camera and not always looking particularly dignified while doing it. Is it undignified? A little, probably. But it shows something you won’t find in any annual report: behind this company are people who are willing to make fools of themselves occasionally if it means something good ends up on the plate. I consider that a more genuine promise of quality than any glossy corporate image film – and I’ve already shared my thoughts on those as well.

So, is the restaurant efficient? In Excel terms: no. As a distributor, Jarltech has to be efficient – every day, with every single item. That’s our trade, and it’s what you pay us for. But efficiency is only the price of admission. What defines us is the part that cannot be automated, and »Uwe & Uli« is where we practise it. A playground, admittedly. But one where we learn more about customers than we ever could in a seminar. And if you want to put that to the test yourself: we always have a table for you. And Green Sauce, too.

So remember: »You can buy efficiency. Personality is something you have to cook yourself.«

18/09/2026

Distribution Mechanics: Licences and service contracts – the revenue you are giving away

I would argue that money is being left on the table in our industry every single day – just not where everyone is looking....

I would argue that money is being left on the table in our industry every single day – just not where everyone is looking. Everyone fights tooth and nail over two per cent on the device price. Meanwhile, the predictable, recurring revenue attached to that very same device quietly passes many resellers by: device management, software licences, service contracts and warranty extensions. This is not a side business. Over the lifetime of a device, it is often the bigger part of the equation. It is simply the less spectacular part – the one that never appears in a tender and nobody talks about over a drink.

Let’s start with service contracts because they are the most tangible. A professional device comes with a standard warranty, usually one to three years, with return-to-base service and processing times depending on the case. A service contract turns that into something else: defined repair times, cover for accidental drops and screen damage and, with the better packages, a replacement device. For your customer, that is not a luxury but predictability – they know what a device failure will cost them: nothing. And for you, it is a line item that no procurement manager in the world is going to type into a price comparison website.

The numbers are unspectacular, which is precisely what makes them so convincing. Take those same 200 devices at €900 each. Depending on the manufacturer and level of cover, a comprehensive five-year service contract costs around 15 to 20 per cent of the device price – let’s say €150 per device. That is an additional €30,000 in order value within the same tender, with a better margin than the hardware and without a single additional parcel to ship. Now compare that with the two per cent discount that everyone spent three weeks arguing over: €3,600. Given away. The proportions speak for themselves – they are just rarely put side by side.
Then there is the software side, which many dismiss with a shrug as the manufacturer’s business. Device management, rollout and configuration tools, security and update services, analytics – today, virtually all of these are based on fixed-term licences. And fixed terms have a habit of coming to an end. After that comes the renewal, as surely as a hangover follows a party. The only question is whether you are still in the room when it happens or whether your customer has started dealing directly with the manufacturer in the meantime. If you did not sell the initial licence, you are unlikely even to be asked about the renewal.

And that brings us to a point that is certainly open to debate, but one that I consider the strongest sales argument currently at your disposal. Take an Android device in professional use. The manufacturer provides security updates – good. But someone still has to install them. And that someone is not the manufacturer; it is the operator. There is a strong case that a company running three hundred devices on its network is responsible for closing known security vulnerabilities as soon as an update becomes available. After all, a car subject to a safety recall does not become safe simply because you leave the letter unopened on the kitchen table.

And if that is the case, the sales conversation changes fundamentally. You are no longer sitting in front of your customer suggesting a nice optional extra for them to consider at their leisure. Instead, you say: »Dear customer, This contract is not optional. You need it.« Because without device management, nobody is going to deploy three hundred updates – at least not reliably, not with proper documentation and certainly not within the timeframe that counts. And without a service contract, your customer’s operation comes to a standstill when a device fails. That is not a sales trick; it is simply a description of the situation. I will write in more detail about the new requirements coming out of Brussels later in this series – they will not make this conversation more difficult in the months ahead, but considerably easier.

And now for the uncomfortable part, because none of this comes for free: Recurring revenue requires recurring work. You need to know when each contract expires – before it happens, not afterwards. That means having a list showing, for every customer, which devices were purchased and when, when the warranty and licence expire, and who needs to be contacted and when. An Excel spreadsheet will do – I really do not care what you use. But the list needs to exist. Without it, everything I am writing here is simply a nice idea with no consequences.

Timing matters more than the argument itself, and most people put it off until it‘s far too late. A service contract needs to be sold while the manufacturer’s warranty is still running – afterwards, it is often no longer available, or only after an inspection of the device that nobody wants to pay for. With licences, ninety days before expiry is a good time to start the conversation because your customer still has time to move budgets around. Call a week before expiry and you will not sell anything. You will simply create a panic and get asked why nobody mentioned it sooner.

What really frustrates me about this topic is what happens when it is ignored: The customer still gets what they need. They renew directly, or somebody else takes care of it for them. You sold the device, squeezed the price until it squeaked, organised the delivery and supported the rollout – and then the revenue from the next five years quietly happens without you. For all the complaints about margins in the hardware business, this is the most avoidable gap I know.

So remember: »You sell the hardware once. Everything that follows, you sell again every year – or somebody else does.«

16/09/2026

My blogs are now available as comics, too

I regularly write here about distribution, sales and all the little and not-so-little mechanisms that shape our business every day....

I regularly write here about distribution, sales and all the little and not-so-little mechanisms that shape our business every day. About things I notice, experiences gathered over several decades in this industry and, of course, things I have an opinion on. As we all know, there’s no shortage of those.

For anyone who’s interested in my opinion but doesn’t fancy working their way through several paragraphs of text, there’s now a great alternative: from now on, my blogs are also available as comics on YouTube!

The topics are the same, and so are my opinions. Just with pictures, speech bubbles and animated scenes instead of blocks of text. So, if you’ve always wondered what my thoughts on distribution would look like as a comic, this is your chance.
And for anyone who has only skimmed my blogs so far: the »I don’t have time« excuse no longer works.

So take a look:
https://www.youtube.com/@jarltech

And if you end up liking the comic version even better than the original – that’s fine too. As long as the message gets through.

So remember: »You don’t have to read everything. Sometimes, just looking is enough.«

Please like and subscribe :-) – and enjoy!

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