The world's smallest chef gives a guest performance in Usingen
It's finally back on: Our 3D projection dinner show »Le Petit Chef« will be back in our restaurant »Uwe and Uli« (www.uwe-uli.de) from the 11th of October 2023 to the 30th of April 2024. Personally, I always have fun enjoying delicious food with a bit of a show. Come by sometime – it's also great for Christmas parties with up to 20 people. And if you're a customer of ours, why not have your sales contact invite you next time you visit Jarltech? 😊
Have fun with the little chef!
A discount is forgotten tomorrow. A point isn't.
I have to admit something. I never imagined that one day I would commission a prize wheel....
I have to admit something. I never imagined that one day I would commission a prize wheel. Thirty years in distribution – and suddenly there's a colourful wheel handing out reward points. Anyone who has followed this blog series knows me well enough to understand that the wheel is not a gimmick. It is the most honest answer I have found to a question that has challenged us for years.
The question is simple: How do you reward loyalty without letting it disappear into an invoice?
The traditional answer is a discount. Two percent here, a special condition there, and eventually it all becomes another figure in your purchasing calculation before quietly disappearing into your accounting system. It works – for exactly one moment. Then it becomes part of the purchase price, gets booked, reconciled and forgotten. Nobody has ever proudly said: »Last year I received a 1.8% discount.« A discount creates no memories. It creates an accounting entry.
And that is exactly the problem when, as we do, you genuinely believe in partnership instead of merely talking about it. A discount treats every order as if it were the first. It makes no distinction between the reseller who has been growing with us for ten years and the one placing a first – and perhaps last – order today. Loyalty doesn't work like that. Loyalty accumulates over time. And something that grows over time doesn't belong on an invoice. It belongs in an account that you can actually see.
So that's exactly what we built. We deliberately kept the concept as simple as possible. No complicated calculations. No hidden formulas. For every euro of net revenue generated from selected core brands – currently Zebra and Elo – you receive one BOOST point. Those points don't disappear in a price list. They accumulate in your personal account and are redeemable for real rewards – not another credit note, but something tangible. Something that sits on your desk or on a shelf. Something you can actually show a colleague.
Before anyone assumes we've suddenly become overly generous by giving away our margin, let me assure you: The economics behind BOOST are calculated down to the last detail. The difference is not the value. The value is almost identical to what it could have been as a discount. The difference is that you actually notice it. A discount quietly disappears into the purchase price. A reward that you actively redeem creates a completely different experience.
So why build an entire programme – with a catalogue, a prize wheel and everything that comes with it – when we could simply have reduced prices by exactly the same amount? Because visibility changes everything. I've written before that true partnership doesn't mean giving everyone the same benefits. It means investing most in the partners who invest most in us. That philosophy needs a memory. A points account is exactly that memory. It shows you – in black and white – what your loyalty has been worth over the course of a year instead of hiding it across dozens of invoices that nobody ever adds together again. And the monthly prize wheel? It's exactly what it looks like. Not a mystery box. Not an auction. Not a game of chance. Just a small, transparent bonus on top – something that costs nobody much, yet still makes people smile.
I'm not suggesting BOOST will end discussions about pricing. Those conversations will always exist, and rightly so. But alongside price negotiations, we wanted to create something that isn't renegotiated every time a new price list appears. A balance that simply keeps growing as long as your business grows with us. No fine print. No annual reset. Just points that stay with you long after a discount has been forgotten.
So remember this: »A discount disappears into the calculation. A points account remains visible – as long as you're still counting.«
Why We’re Investing Millions to Become the Efficiency Champion of Distribution
Distribution is a business with tight margins – and our customers have every right to expect both: outstanding service and competitive pricing....
Distribution is a business with tight margins – and our customers have every right to expect both: outstanding service and competitive pricing. The only way to deliver both consistently is through uncompromising efficiency.
That’s why, over the past 18 months, Jarltech has launched the largest investment program in the company’s history.
Fully automated logistics: Our AutoStore warehouse in Usingen picks and processes orders around the clock – faster, more accurately, and more scalably than any manual warehouse. Orders placed until late in the evening are still shipped the same day and handed over to parcel carriers via our own truck deliveries.
AI in every process: From technical support requests that are answered within seconds using manufacturer expertise and knowledge from countless previous support cases, to intelligent inventory and pricing management, and the automatic identification of the right accessories for every project – we use artificial intelligence wherever it helps our customers move faster and makes our processes leaner.
End-to-end digital processes: From our webshop and the new Boost rewards program to order processing and returns management, every step is seamlessly connected – without media breaks, unnecessary delays, or manual handovers.
Our goal is ambitious: we want to become the most efficient distributor in Europe. Not for the sake of efficiency itself, but because every euro we save through smarter processes is reinvested into better service and more competitive pricing for our reseller partners. At the same time, it makes our distribution services more cost-effective for our vendor partners.
For our partners, this translates into tangible benefits: dedicated personal contacts, smarter and more responsive service, best-in-class inventory availability, competitive market pricing – and a partnership built for the future.
Distribution dynamics: why »cheap at any price« doesn’t work in B2B distribution
»Cheap at any price« may be a great slogan for consumers buying a television once every few years....
»Cheap at any price« may be a great slogan for consumers buying a television once every few years. In B2B distribution, however, it’s one of the most expensive misconceptions there is. Because the distributor with the lowest price is almost never the one that costs you the least. It sounds contradictory, but it's simply a matter of arithmetic.
Take the reseller who consistently buys from whichever distributor has the list price that’s two per cent lower. Sounds perfectly sensible. Until the day the exact device needed for a customer project is out of stock. Suddenly, the end customer is at a standstill, the roll-out is delayed, engineers are booked but left waiting around, and the competition couldn’t be happier. So what did they save? Two per cent on the purchase price. What does the disruption cost? Several times that amount. Product availability isn’t a nice extra – it’s part of the price. It just doesn’t appear on the invoice.
The same applies to everything I’ve covered in this series. Payment terms that give a reseller breathing space. Credit facilities that keep the business moving. An RMA process that replaces a faulty unit quickly instead of leaving them waiting for three weeks. Configuration services that save valuable time. A knowledgeable person on the end of the phone who actually understands the product. Every one of these things has value – and the cheapest supplier is often the one that’s cut back on exactly these areas so the price on paper looks more attractive. You'll still pay the difference. Just later, somewhere else, and usually at a much higher cost.
I’ll say this quite openly, even if it goes against the stereotype of my own industry: distribution isn’t a price war – it’s a business built on trust, with a price tag attached. If you buy purely based on price, you train your suppliers to behave in exactly the way you least want them to. They cut back on service, inventory, accessibility and support, because suddenly everything revolves around the second decimal place. Then everyone acts surprised when nobody is there when it really matters.
Don’t get me wrong: price matters. We fight every day to remain competitive, and any distributor that’s consistently overpriced deserves to lose business. But price is only one variable among many – not the only one. The real question isn’t »How much does the box cost?« It’s »What will this business actually cost me in the end – including the days when things go wrong?« That’s the principle of total cost of ownership, and when you look at the total cost, the cheapest option is rarely the most economical.
The truly good buyer understands this. They negotiate hard on price – and still buy from the supplier they know will deliver when the pressure is on. Both at the same time. That's not sentimentality; it’s professional procurement.
So remember this: »The cheapest supplier is the one with the smallest invoice – and the biggest hidden costs.«
Distribution mechanics: broadliner vs specialist – why »everything for everyone« doesn’t work for us
There are two archetypes of distributors, and they could hardly be more different from each other....
There are two archetypes of distributors, and they could hardly be more different from each other. One is the broadliner: a gigantic catalogue, from hard drives and toner to network switches, hundreds of thousands of products, »everything for everyone«. The other is the specialist: a clearly defined world – in our case AIDC and POS, meaning scanners, mobile computers, label printers, point-of-sale systems and security – but with expertise at every level. Both call themselves distributors. And both are playing an entirely different game.
The broadliner lives by scale. Its advantage is breadth: a reseller gets everything from a single source, one invoice, one delivery, one login. That is convenient and exactly right for many standard products. The price paid for that is depth. If you stock 200,000 products, it is simply impossible to have someone in-house for each one who knows which scanner will still read at minus 20 degrees in a cold store, which printhead matches which label material, and why that one particular terminal causes problems during a rollout in France. For the broadliner, the product is a line in the catalogue. For the specialist, it is a craft.
And this is exactly where »everything for everyone« fails in our niche. Our products are not self-explanatory. A scanner is not simply a scanner – there are dozens of variants, accessories, cradles, firmware versions, configurations and industry-specific solutions. A specialist reseller equipping a warehouse worth half a million or planning a rollout across 3,000 stores does not want to talk to an ordering portal. They want someone who genuinely knows the products, who configures them, stages them, provides training, has RMA under control, and tells them when a particular device is the wrong choice for their application. That level of depth cannot be spread evenly and thinly across 200,000 products.
I do not want to criticise the broadliner – in high-volume business with products that require little explanation, it is unbeatable in terms of efficiency, and that is exactly where it belongs. But our industry is not a high-volume business with products that require little explanation. It is a solutions business. And a solutions business rewards those who master a few things exceptionally well, not those who are just somewhat proficient at many things.
That is why we deliberately chose depth over breadth. Not because we could not build a larger catalogue, but because in our world, »we do that as well« almost always means »we simply do it less well«. We would rather represent 40 manufacturers we know inside out than 400 where all we can look up is the price and availability. That is not modesty – it is strategy.
Incidentally, the market sorts this out by itself. In the long run, size wins in the standard business, while depth wins in the solutions business. Those who try to be both at the same time usually get squeezed in the middle: too small for the battle of scale, too broad for genuine expertise.
So remember: »Everything for everyone ultimately means nothing done properly for anyone.«