March 2022 - 28
POHMER ON...
DARWINISM VERSUS 2022
IGCs must learn to adapt faster than their competitors or predators.
By Stan Pohmer
ne of the philosophies that the noted English
naturalist Charles Darwin was known for was " the
survival of the fittest. " Most people are familiar
with this notion as it applies to natural evolution; the
strongest of the species survives because they have traits
and characteristics that allow them to compete more
efficiently and effectively than their competitors, both
within their own species and versus other species.
We often hear this when learning about the upward
O
evolution in the animal kingdom, a rationale to help explain
why some species declined or became extinct, while others
survived and thrived. We learned that in the jungles of
Africa, each of the animal species that exist today survived
because they had unique traits or physical strengths or
defensive attributes that permitted them to compete
effectively against their predator adversaries. Some survived
because they were fleeter of foot, others because their
skins were thicker and could ward off their natural enemies'
28 | LAWN & GARDEN RETAILER | MARCH 2022
attacks. Others developed horns or sharp hooves for offense
and defense, or learned to climb trees to escape the battles.
Some learned to survive on little water or developed the
ability to find or access food in unique ways and places.
Most of the individual species didn't originate with all these
characteristics and attributes; they evolved over time to
allow them to adapt and survive.
There's also a form of economic Darwinism that occurs in
our business world; we've seen this over the years as some
retailers and retail channels get stronger and, as they grow,
other weaker competitors decline. It's almost an inevitable
rule of nature, a ying and a yang proposition.
But " strength " in the economic Darwinism premise can
take many forms. It's not just physical size (i.e., number
of stores) or the sales dollars generated. It's not just the
fact that one has better cash flow than their competitor.
It's not just because one has a stronger management
team than the store down the street. It's not just the
marketing budget one has at their disposal. Yes, these
are all crucial elements of strength and advantage,
but individually probably would not be the deciding
differentiator between survival and extinction, yet
collectively they could be a major determining factor in
whether one survives or not.
March 2022
Table of Contents for the Digital Edition of March 2022
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