In this situation, we are taking all the risk.

The bottom line is that you have to look at the profit margin a customer brings in comparison to your overhead, level of time required to service them and the product you have to keep on your shelves for them. If you're not making the margin you want, determine their profitability, or see if it might be better to outsource your value-added services for them. Why do business with someone who will make you lose money?

Actually, in industrial circles, I believe that the percentage is more like 90/10, and that's especially true in the independent distribution market. So when it comes to firing a customer, you have to look at a lot of things: the requirements the customer puts on your people; your strategy of providing services to them; and the opportunity cost involved.

You've got to be able to take a calculated risk. There are always going to be detractors.

If they tried to make it more dramatic than that, it would be taking on significant risk. If you dictate to the customer what you want to sell rather than what they want to buy, you are exposing yourself to huge risk.

They (sponsors) want to buy while the property is cheap. Both sides have a risk. He's got a risk taking deals not lucrative enough if he does exceptionally well. If he doesn't do well, the brands have probably overpaid.