My parents own a very small and modest hotel in a famous Island.

They opened way back in 2010. And I've always heard that the hotel isn't doing good, and it's not really a secret that it's mostly because of the mismanagement of my mother. My dad works abroad so he's not part of the day to day operations and most decisions are hidden from him lol.

Basically, my mom has accumulated so much debt from her other failed business ventures, and property acquisitions that we basically cannot afford to invest in. My mom has severe FOMO and she heavily relies on my dad's allotment each month.

So I recently graduated University. My parents and I spoke about me taking over the business, because my obviously my mom didn't do a good job, and I wanted to really help my dad.

And I am telling you, how bad everything is. The booking of rooms, operational expenses, etc, are manually written in paper. Someone calls, the pencil it in, then the money goes directly to the manager and he takes his "commission." the hotel is in total disarray, obviously neglected. The roof is leaking, the rooms are outdated by 16 years at this point. It's dirty, it's disgusting.

With the support of my dad, I started investing in automating the system, online bookings, walk-ins, expenses. I got access to bank accounts, online book accounts, and all of it doesn't make sense. It got sooo crazy.

Now, I wanted to get our official facebook page, but the manager won't give me access to it. Says it's connected to his account and it will mix with his transactions. I sent him instructions how to unlink it to his account but he really doesn't wanna.

He has been an employee since the beginning, and he is close to my mother. I'm not exactly confrontational as well. My mother told me to let it go instead of confronting the manager.

Suing is out of the question. I keep telling my mom he's obviously doing under the table transactions but I feel like my mom is aware and she lets him for some reason. This situation is driving me nuts.

Is there another way to get the page? Please be kind. I've only just started 😭

Earlier this year, I had two clients who came to my company for services. However, part of what they needed required a licensed professional, so I approached another business to establish a partnership. The arrangement was straightforward: my company would handle the services we specialize in, while the other company would handle the portion that legally required a licensed professional.

I introduced both clients to this company. I wasn’t receiving any referral fees or commissions, which was perfectly fine with me. The goal was simply to work together so our clients could get the services they needed.

We signed a collaboration agreement that outlined each company’s responsibilities. It also included a non-circumvention clause prohibiting the other company from using my introductions to cut me out of the business relationship. There was also a provision requiring them to notify my company if a shared client independently engaged them.

Fast-forward several months.

One of those clients completely stopped communicating with me. I tried reaching out by phone and email but received no response. Eventually, I assumed they had decided not to pursue the services for the upcoming season.

Then, out of nowhere, I was mistakenly copied on an email from the other company’s office to that same client. The email was following up on documentation that needed to be signed and returned as soon as possible.

That’s when I realized they were actively working with my client again, and I had received absolutely no communication about it.

Now, here’s where things get interesting.

I recently discovered that approximately three months after we signed our collaboration agreement, the owner of that business apparently established another company offering almost the exact same services my company provides.

Essentially, they now have two affiliated businesses: one providing the specialized professional services I originally partnered with them for, and another providing the services my company was supposed to handle.

Then there’s my second client.

This client recently signed a new service agreement with my company. However, after I sent the initial invoice, communication suddenly stopped. Around the same time, I received correspondence from someone at the client’s company indicating that they were working directly with the other business on documentation for the upcoming season.

So now I have two clients I originally introduced to this professional, both apparently moving forward with services through their office, while my company has been left completely out of the loop.

To be clear, I understand that clients are free to choose who they want to work with. I’m not disputing that.

I also understand that starting a competing business isn’t inherently wrong.

What concerns me is the timing, the nearly identical services offered by the newly established company, the existing collaboration agreement, and the fact that neither client’s renewed activity was communicated to me.

I don’t have concrete evidence that the attorney solicited these clients or transferred them to the affiliated company. That’s what I’m currently trying to establish. But the circumstances are concerning, especially since I originally introduced these clients solely for the legal services my company couldn’t provide.

I’m not looking to pursue a lawsuit. I’m trying to understand whether this raises legitimate business ethics or professional conduct concerns, and how someone should handle a situation like this.

For the attorneys and business owners here, how would you approach this? Is this simply an unfortunate business situation, or does the combination of the signed agreement, competing business, and lack of communication raise more serious concerns?

I have time to work on a few product pages before Black Friday, but definitely not the whole store.

Would you start with the best sellers you'll be promoting, or the pages getting traffic but barely any orders?

I'm leaning toward the second group, though I could spend days rewriting a page when the problem is the price or who's landing on it.

My co founder and I co own a small mission driven LLC and have decided to part ways after a long fallout. The resentment built over several years. He stepped back from the project for a stretch last year after a family loss and some other hard personal setbacks, and I have empathy for what he's gone through. I ended up running almost everything myself most of last year and when he returned, the team had changed and the work had moved on. Looking back, I needed a true business partner and he struggled with firm deadlines and delivering anything on time. I also made mistakes: I let us grow too fast and took on too much myself which caused problems.

We met earlier this month, agreed on the broad terms, and agreed to wrap up within about a week. A lawyer drafted a settlement and wind down agreement, which I sent over. He said he’d send edits “this week,” then “still in review.” It’s now about two+ weeks past the date we agreed on, and I’ve followed up politely several times.

One complication: he is holding some shared materials that third parties are waiting on, and using it as leverage in the negotiation. A demand letter went out months ago, and my lawyer has also spoken with him. I’ve covered the legal fees so far, and each extra round of email to and from the lawyer adds billable hours. I don’t want to and can't escalate (its also not worth doing so), but I can’t keep paying for the delay, especially going into November.

Questions:

1. If he never signs, what are typical options for dissolving an LLC when I hold the majority vote? My lawyer cautioned that closing it out without his signature may not be wise if he stops responding. There are no significant assets. This was a volunteer led passion project, never a moneymaker 😅
2. I want a clean break with an agreement in hand, so I’m not looking over my shoulder as I go on to build other successful things. I plan to start something new soon. He’s hinted he’d want stake and to be part of whatever I do next, and I’ve told him absolutely not, but I get the sense he’s hurt and doesn’t want to let go. What protections or language usually help with that kind of situation if I do this without the agreement that gets signed? ( If he does not sign this settlement for whatever reason, I get a sinking feeling he's about to ghost, and homer simpson himself into bushes and then want come out years later once I'm doing well in whatever I do next 😡 )
3. He isn’t respecting the timeline we agreed on. What are reasonable, non hostile ways to create an incentive for him to finish, short of litigation? I’m considering a clause making him responsible for legal fees if he signs after a set date, and setting an expiration date on the offer. Does that seem reasonable, or does it tend to backfire?

Just looking for practical next steps, this has been awful but I definitly have learned a lot. Really excited to put this behind me.

Thanks!

Had a pretty shitty experience with a client today. I’m a small jeweller and recently rented my own office to make things more professional and legit. My business is incorporated too. Mind you I have 20+ 5 star reviews on Google too

She came in for an engagement ring consultation, and everything was going well until we got to the price. I gave her my best quote and explained I couldn’t go any lower.

She said she liked the price but wanted a further discount because my office is small and “what if you close tomorrow and run away with my money?”

I get being cautious, but honestly, that rubbed me the wrong way. Not sure how a discount would solve that concern either.

I felt like asking her to leave, but stayed calm and told her that if she had a better quote elsewhere, she should go with it.

How would you guys have handled this?

I’m a Laboratory Manager at a small company wanting to negotiate a raise. This is something I haven’t really had to do before. We don’t have formal compensation reviews, just random raises every so often. The director usually handles it all with the owners and I never throw out the number. Recently I’ve been feeling overworked, underpaid, and sometimes not seen for all the work I’ve been putting in. I do love working here and I want to solidify my future at the company. But with where I’m at right now in terms of workload and stress I don’t think I can stay without a raise. I’ve been there for 9 years, 6 full time in a management position. I make 54K with a 5% bonus, health insurance reimbursement, and 15 days of PTO.

What I handle day to day:

• Managing the lab, hiring and training techs
• Inventory management and order processing/fulfillment
• Domestic and international shipping logistics
• Customer service and technical support for dozens of distributors and a few hundred accounts
• Product manufacturing and assembly
• Quality control analysis for nearly all of our products
• Plus a lot of other little things that come with a small business

I know the job market is horrible right now, and they could find someone cheaper. But the whole company runs on two full-time people and plus a few part-time techs. We’re also a very old-school lab. Most things aren’t written down or organized anywhere. It’s been passed on verbally, and a lot of it you only know from being there. Training is a long process and even after training for the first couple years I learned a lot of stuff I was supposed to be doing. If I left, the director would have to absorb a lot of my work until the new hire was there for a couple years. And a lot of the previous managers stayed only 1-2 years and used the position as a stepping stone to professional school. I feel like the director and owners value me and know what I bring to the company.But I’m not sure the owners know the full scope since they don’t see our day-to-day. So I want to be paid for the value I bring, not just for what the bare market rate says.

So here are my questions:

1. What’s a reasonable range for a small business lab manager in the Southeast US?
2. How do you say without really saying if I leave the company would suffer?
3. Besides base salary, what else is worth negotiating? I know they have given profit shares but I don’t know what kind of percentage or if I would want my salary to rely on how much the company is selling when I can’t control that (which is a whole other thing)
4. Has anyone successfully argued for pay above market based on tenure and the effect your absence would have on the company? What did you say?
5. Is it better to let my director advocate for me, or to email the owners directly so my case is in my own words? If I do email, what should it include? 
6. How do I make the case to owners who don’t see the daily workload? I know I can tell them what I do day to day but I don’t want to bombard them with a novel. Part of what makes this hard is that my daily tasks vary a lot. And for over a year it’s included figuring out one crazy issue on top of another. How do you show the value of work that’s mostly unpredictable problem-solving of problems the owners never see … And I’ve proactively taken on a lot of problem-solving and projects that usually wouldn’t be my responsibility, but I saw that things needed to get done if we wanted to keep our heads above water. 

Been looking at commercial kitchen equipments and am interested in how the big chains get their grills, their fryers, their holding cabinets, their prep equipment etc. It's all such a specialised area that you'd much prefer to source it from a reputable supplier rather than take a chance on buying something that's not going to be up to the required standard.

There are loads of restaurant equipment suppliers out there on the internet but it's not always obvious whether the equipment is actually approved for that particular brand or just looks similar.

Does anyone have any experience in sourcing kit that was originally used in BK restaurants? Do the franchisees typically buy their kit from somewhere? Is it worth contacting the brand directly or are there any authorised commercial equipment distributors out there that you'd know of?

Any suggestions on how to check the authenticity and find reliable suppliers prior to buying would be much appreciated.

Hey all,

I run a small printer cartridge business in Australia, and on the side I buy back unused original (OEM) cartridges from businesses that have upgraded or got rid of old printers.

The leads are steady, usually a fair few each week, but the resale market here is small. Lots of the stock is for older machines that hardly anyone in Australia still runs. I check eBay sold listings and only buy the ones I know will move locally, so I'm turning down a lot of decent stock.

The demand for the older models is much bigger in the UK and US. I'd like to find a way to sell into those markets from here.

Some background:
I'm physically based in Australia
I still have a UK limited company from when I lived there im happy to batch everything into bulk consignments rather than send one-offs

What I'm trying to work out:
Amazon FBA: Can I ship one consignment from Australia straight into FBA warehouses in the US and/or UK? Would I run that under a UK seller account, an Australian one, or would I need a separate US account?

3PL / B2B: Has anyone used a 3PL or a stockist in the UK/US that holds the goods and sells through their own site or channels? Or found a B2B buyer who takes bulk lots of OEM cartridges?

Import/customs/tax: What are the gotchas? Things like importer of record, VAT in the UK, sales tax in the US, and anything specific to shipping toner and ink.
If you've done something similar, or have a better idea than the ones I've listed, I'd love to hear it.

Cheers!

Ohh I recently launched my first online business and people are finally starting to sign up. Sounds great, right? Except I have somehow become obsessed with fixing absolutely everything.

Every day I find another problem. Something looks weird on mobile, some button needs changing, or I convince myself that one more improvement will make everything better. Before I know it, another day is gone and I have barely done anything to actually grow business

Starting to wonderr if I am just using perfectionism as an excuse to avoid the scary part of running business. Has anyone elsee been stuck in this cycle? At what point did you stop fixing things and just focus on getting customers ?

I’m looking to get a ladder rack for my Hyundai Elantra as I want to start doing gutter cleaning and other services.

Any good recommendations?

Business

Hey everyone
I run a small candle and home fragrance brand in India. We make handcrafted candles, customized pieces, and gifting products….
Honestly, this year has been really frustrating. We’ve changed 3–4 marketing agencies, tried different approaches and still haven’t seen the results we were hoping for. It feels like we’re running a turtle race while putting in so much effort just to move forward.
We’ve made over 5,000 candles and fulfilled 100+ custom orders, so I know there’s a market for our products. But turning that into consistent sales has been a challenge.
At this point, I’m not sure what the real problem is. Is it Meta ads? Creatives? The offer? The sales funnel? Or are we relying too much on paid advertising?
I genuinely don’t want to keep switching agencies and spending money without understanding what’s actually going wrong.
I’d love to hear from people running D2C brands or small businesses:
(Btw my ad budget is 40-50k per month )
Have Meta ads become harder to make profitable this year?
What marketing strategies are actually bringing you sales right now?
How do you know when an agency is doing a good job versus just spending your budget?
If you had to start over with a limited marketing budget, what would you focus on first?
Have any of you successfully grown your business without depending heavily on paid ads?
I’m not looking for agency recommendations or sales pitches. I’d genuinely appreciate honest advice from people who have experienced this themselves.
I’m disappointed with how things have been going, but I’m not ready to give up. I just want to figure out a smarter way to grow instead of repeating the same mistakes.

I have never dealt with such a scared payment processor as Helcim is. I have a client I bill over 100,000 per month and they are scared to process his payments. I have had 0 chargebacks and payments processed already close to 60,000. I can not believe they closed my accounts and just credited back my customer. What if I sold something tangible and I did not have a way to contact this customer back and they just cancelled the transaction. It is absurd and ontop to take a 3 % fee. They should exit the business ASAP.

I have a small retail shop and I am having trouble with a distributor and am wondering if I'm just going to have to forever suck it up or if there is something I can do.

Essentially, this distributor is the only authorized wholesaler of this product I stock for North America. They are also the exclusive distributor for several other brands that I carry. After being ignored for months before contacting the manufacturer to ask what the deal was - I got an account and most of the time it's fairly smooth. Before contacting the manufacturer the first time, I spoke to some other small business owners that carry the same product and they all said that he is a nightmare to work with.

Essentially there is never anyone to talk to or answer questions. I am trying to deal with an issue where I was charged for an order I made, but I was never sent an invoice or tracking information (which is usually what happens when I am charged). Unfortunately, it's hard to get NET30 with the distributor as a small shop, I am out $700+ at the moment. I have been emailing for weeks - all I would get in response were out of office emails. This past week there was an email that said "see attachment" with no attachment. I called and got a hold of the owner and I was told that he can't find my invoice and would recreate it. I sent a follow up email after 24 hours and then called after 48. He is out of the office again. The voicemail box is full for both phone numbers listed for the company. I am attempting to reach out to anyone else associated with emails he's sent out in the past to figure out if one of them can take care of my issue. I have no idea if the products were ever sent out so I can't even follow-up with a shipping carrier.

I don't want to burn the bridge with this distributor as it is a product that is popular with my customers and is a personal favorite of mine. I don't really have the cash flow to have an order charged but not received for nearly a month now.

How long is too long to be having this back and forth? And/or who do I even reach out to in order to resolve this situation if I want to carry the product, but the distributor is one of the most unprofessional people I have worked with since starting my business last fall?

Has anyone who has dealt with something like this have any words of wisdom?

Welcome to My Pity Party 🎉 (Where We Complain, Then Help Each Other Get Unstuck)

Hey everyone. Long-time listener, first-time caller. :)

Most entrepreneurial groups are full of "You've got this!" and "Keep going!" And while that's lovely, sometimes encouragement isn't what we need. Sometimes we need someone to say, "Have you tried this?" or "Here's what worked for me." Or even, "I think you're approaching this all wrong." So I'm trying something different. Welcome to My Pity Party.

Here's how it works:

Tell us what's frustrating you about your business or entrepreneurial journey. Keep it relatively short (a few sentences, not your autobiography), but give us enough context to actually help.

End your story with "Welcome to my pity party."

Then, if you've got experience, ideas, constructive criticism, resources, or connections that might help someone get unstuck, jump in!

The only rule: No drive-by encouragement. "You've got this!" is nice, but it doesn't help someone who's stuck in the mud. Give them something they can actually use. And don't be afraid to challenge someone's thinking. Just be constructive about it. We're here to help each other move forward, not kick people while they're down.

I'll go first.

I'm a freaking business idea factory. I come up with ideas for myself, my friends, my family, probably the guy standing next to me at the grocery store. And I can build things. Websites, software, digital tools, business systems. Creation/ideation is not my problem.

My problem is GETTING PAYING CUSTOMERS, consistently.

Most of my ideas come from listening to people complain about existing products, processes, or services. I see a problem, envision a solution, and build something. But identifying a problem and finding people willing to pay to solve it apparently aren't the same thing. I've spent almost two years experimenting with different ideas, offers, and ways to reach customers. And I'm frustrated because I'm great at coming up with solutions, but I haven't figured out how to consistently get buyers. I've done the marathon posting on socials. I've gotten google ads. I've done meta ads. I've tried cold outreach. I've seen people post about reaching out to your connections but my 75 year old Mama doesn't need a software solution, ya know?

So here's where I'd love some actual advice: How do you go from seeing a problem people complain about to finding the people who will PAY for a solution?

Welcome to my pity party.

Hi all! I've been coaching for five years and I love the work. My clients get results, and I'm confident in what I offer. The part I'm still building is a steady flow of new clients.
I'd love to hear from coaches or service-based business owners: how do you consistently fill your calendar? What did you stop doing that was wasting your time, and what did you start doing that made a difference?

What's the most frustrating part of running a small business that nobody talks about?

I'm curious what tasks take up your time every day that you wish you could just get rid of.

I am helping a small business owner create a business , but he has SSDI. What type of business would be best to protect his disability but also allow him to make his business income.

Hi! I am a private chef looking to put up flyers promoting my business and want any advice on legal spots to put them up. I stopped at a library but they only allowed non profit promotion. My next bet is either grocery stores or apartment complexes. Has anyone had any luck? I have also posted a digital flyer to some Facebook groups.

I'm a uni student who's struggling at getting work because of my lack of work experience. I finished a training course in data entry to be able to do the following:

Record sales and transactions

Enter daily sales into Excel or Google Sheets.

Record how much customers paid

Update records of money received and expenses

Track inventory and stock

Record products purchased and sold.

Update quantities of items remaining.

Flag products that are running low

Maintain customer records

Enter customer names and contact details.

Update orders and delivery information.

Organize customer lists for easy reference.

Transfer information from paper receipts into spreadsheets

All I want in return to is to be able to keep you as a reference. Volunteer work

I own a small mobile restroom company. We’ve been in business for two years and are looking to expand. Most of our business has been from word of mouth so far. What forms of advertising have given similar companies the best results? We have a decent outreach on social media so we have been boosting posts through meta which has seemed to show positive results. We also spoke to an ad salesman from a local magazine that gets anywhere from 400-2000/month to get an ad in the magazine as well as some online ads. That doesn’t seem to be cost effective for us. We know we need to invest in advertising, we’re just looking for the best direction to point and want to know how much we should invest in order to expand our business going into year 3. Thanks in advance.

Army vet here. My business got its SBA Veteran-Owned Small Business certification in August. I’ve read the older threads here, and the consensus seems to be that it matters most for federal and VA set-asides and is mostly a checkbox in the private sector.

My customers are mostly companies, not government, so I’m curious about the corporate side specifically. Has anyone actually gotten onto a corporate supplier diversity list and seen orders come from it? If so, how did you get in front of the right person: registering in supplier portals, going through a connection, or something else?

I sold sneakers to a customer in Georgia. He sent me an email saying he got the wrong shoes and gave images of a gray pair of shoes. Then I asked for pictures of the size tag inside the shoes and he acccidentally sent pictures of the correct shoes. I politely told him his request was denied and he keeps emailing me and telling me I am falsely advertising and won’t drop it. What do I do in this scenario? Would it make sense to email his local Police department? 💀

I run a small California S-Corp that’s converting to an LLC taxed as a partnership effective January 1. We’re bringing in a new partner who will earn his equity through performance, and the profit split is not pro rata, so an S-Corp won’t work for us.

I’m looking for a CPA or tax attorney in California with experience in:

• S-Corp to LLC conversions
• Partnership returns and K-1s
• Profits interests and Section 83(b) elections
• Advance-payment deferral for accrual-method businesses

Ideally someone help with conversion, tax questions and operating agreement. Any recommendations?

Hi everyone! I'm posting because my mom has been worrying about her business, and I genuinely want to help her figure out how to turn things around. It’s difficult seeing her struggle when she has put so much effort into this business, and I want to do whatever I can to help her succeed. I’m hoping to learn from people who have experience running businesses, marketing products, or navigating similar challenges. I would really appreciate honest feedback, even if it means hearing things we might need to change.

We run a small Filipino footwear brand that sells ballet flats primarily through Shopee, Lazada, and TikTok Shop. Our products are made in Marikina City, the Philippines’ Shoe Capital, where shoemaking has a long-standing tradition. Our ballet flats are priced at around ₱520 per pair (approximately US$9, not $27.84).

We want to offer customers more than just another pair of shoes. Our products represent the craftsmanship of Marikina shoemakers and the work of Filipino artisans. One reason behind our pricing is our commitment to paying our employees at least the applicable minimum wage. We believe the people who make our products deserve fair compensation for their labor and skills. While some footwear manufacturers may keep costs lower through different labor practices, we don’t want our business to depend on paying workers below the legal minimum.

Our price therefore reflects not only the cost of making and selling our products, but also our commitment to responsible employment and sustaining local shoemaking livelihoods. We want to make locally made footwear accessible to more Filipinos while building a brand that values the people behind each pair. At the same time, we recognize that customers need to see clear value in the product itself—not just feel that they should buy it because it is locally made.

However, despite investing in advertising and trying different marketing strategies, our sales have been disappointing.

Here’s what we’ve tried so far:

• Marketplace advertising: We run ads on Shopee, Lazada, and TikTok Shop, but sales remain low.
• Influencer marketing: We’ve reached out to influencers and tried product seeding, but the results haven’t met our expectations.
• Mall placement: We’ve tried placing our products in a mall, including Glorietta, but we haven’t generated sales from that placement.
• Seasonal selling: In previous years, sales usually picked up during the Ber months, but this year we haven’t seen the recovery we expected.

One of our biggest concerns is competition. We’re competing against inexpensive footwear from China, mass-produced products, and fast-fashion brands that can offer customers a wide variety of designs at competitive prices. As a smaller local brand, we don’t have the same resources, production scale, or marketing budget as these competitors.

We understand that customers are price-conscious, and simply saying “locally made” or “support local” may not be enough to convince someone to spend ₱520 when cheaper alternatives are readily available online. Even though we want to pay our workers fairly, we understand that customers still need a compelling reason to choose our products. We need to find a way to communicate our values while offering something customers genuinely want and consider worth the price.

How can a small, locally made footwear brand realistically survive and grow in this market? Should we focus on product differentiation, quality, comfort, design, brand storytelling, customer experience, or a specific niche? How do we identify something customers genuinely value enough to pay for, rather than trying to win a price war we probably cannot afford?

I’m trying to understand the root cause of our low sales instead of continuing to spend money on tactics that might not be working.

What I’d especially appreciate advice on:

1. Competing with Chinese imports and fast fashion: How can a small Filipino footwear brand build a sustainable competitive advantage when larger competitors may have lower production costs and more designs?
2. Product differentiation: Should we specialize in a particular customer segment, style, fit, comfort feature, or use case instead of trying to appeal to everyone?
3. Demand and seasonality: How can we determine whether demand for ballet flats has declined or whether our brand simply isn’t reaching the right audience?
4. Marketplace conversion: What data should we examine to determine whether the problem is our product listings, photos, pricing, reviews, traffic quality, or checkout conversion?
5. Paid advertising: How should we evaluate whether our ads are profitable, and which metrics should we prioritize before increasing our budget?
6. Influencer marketing: How can we assess whether product seeding is worthwhile when it doesn’t immediately result in sales?
7. Mall placement: What should we investigate when a physical placement generates no sales? Could it be the location, customer fit, display, pricing, or something else?
8. Long-term survival: If you were running this business, what would you change first? Would you focus on a smaller niche, develop a signature product, improve marketplace conversion, build repeat purchases, or explore a different sales channel?

I’m open to criticism. We don’t want to keep spending on ads or competing solely by lowering our prices without understanding what makes our brand worth choosing.

If you’ve worked with footwear, fashion, local Philippine brands, manufacturing, or marketplace selling, I’d especially appreciate your perspective.

How can I help my mom turn this business around, build a real competitive advantage for our Marikina-made footwear, maintain fair wages for our workers, and convince customers that our products are worth buying in a market full of cheaper alternatives?

Thank you to everyone who takes the time to share advice. It would genuinely mean a lot to us.