Sramana: Your policy of being selective with distributors makes perfect sense. How many relationships do you have with distributors in order to allow you to serve the entire car parts market? Michael Dash: I have one distributor who covers 99% of my aftermarket parts requests. For my body parts, I have one distributor that I
Sramana: Are your distributors well equipped to handle the fulfillment directly to consumers? Michael Dash: Yes, they have large warehouses that stock these auto part inventories. Those warehouses are set up as shipment and fulfillment warehouses. When somebody orders a part from me, I electronically transmit that to them. They pick that part and put
Sramana: Let’s double down on the evolution of your business. Can you talk more about the progression of the business chronologically? When did you actually start the business? Michael Dash: We started it in September of 2011. We had sold our equity in our previous company in July of 2011. We started brainstorming our next
Sramana: What was your team building process like? Michael Dash: We started very small with just David and I and then slowly started to add additional employees. We started with a database and network engineer. Then we hired a couple of PHP engineers and Magento developers. We also hired some designers and customer service members.
Sramana: When did you start Car Part Kings? Michael Dash: We started it in late 2011. We incorporated and had the idea. We approached some different people about products that we were interested in. We launched in September of 2011. Sramana: What were you going to sell? Michael Dash: We talked to a number of
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. We’re seeing the trend everywhere – companies building significant revenue and market reach with very few employees. Car Part Kings is approaching $10 million in revenue with 14 employees. Of course, WhatsApp’s $19 billion valuation with 32 employees is an extreme example of this trend. Sramana: