In the quiet hum of his woodworking shop, a man dreams beyond the grain and carve of his artisanal spatulas. He envisions these simple tools, born of wood and passion, transforming from humble kitchen utensils into the lifeblood of bustling restaurants. His heart beats with the hope of turning a cherished craft into a thriving livelihood, where every spatula carries not just food, but a piece of his soul.
With bold ambition, he crafts a daring plan—a partnership rooted not in sales, but in shared success. By offering his spatulas freely and claiming a humble share of restaurant profits, he stakes his future on trust and innovation. This is more than business; it is a leap of faith, a testament to creativity and resilience in a world where dreams are carved one risk at a time.
AITA for trying to sell my spatulas to businesses using a percentage-of-profit revenue model instead of selling spatulas outright? My friends are “dismayed”.
According to business strategist Michael Porter, competitive advantage often stems from unique value propositions. However, these propositions must align with market realities and customer willingness to pay. In this scenario, the craftsman has developed a superior product (high-quality spatulas) but has paired it with a fundamentally misaligned business model.
The core issue lies in the restaurant owners’ perception of risk and control. A 3% recurring profit share treats the spatula not as a one-time capital expense (a tool) but as an ongoing service or a form of equity stake, which is inappropriate for a commodity tool, regardless of its quality. Restaurant owners highly value predictable, fixed costs. Introducing a royalty based on gross revenue, even a small one, creates an unpredictable liability and cedes a fraction of their operational control to an external, non-operational partner. The friends’ dismay stems from understanding this operational barrier and the embarrassment associated with proposing such an unconventional and potentially risky arrangement to their peers.
The craftsman’s actions were appropriate in seeking new markets for their high-quality goods, but the proposed compensation structure was highly inappropriate for the product type. A constructive path forward would involve focusing on the proven Etsy model, perhaps establishing a B2B bulk discount program, or creating a premium, long-term maintenance/sharpening service contract for the spatulas, which establishes ongoing value without demanding a percentage of the client’s core revenue.
THIS STORY SHOOK THE INTERNET – AND REDDITORS DIDN’T HOLD BACK.
Not even software developers who want you to rent every “app” would ask for a percentage of profits from the use of that software.
You’re not an ah, you’re just not very good at business. Buying a spatula once, if you are buying 1 and not a bulk order as many restaurants do for a discount, costs (at most) $7. Granted wear and tear, that spatula will last months, if not years.
The individual is deeply invested in the high quality of their craft and sees their proposed business model as a fair, innovative way to secure ongoing income based on the value they provide. This belief directly conflicts with the established and accepted business practices within the restaurant industry, causing significant confusion and disappointment for the craftsman.
Given the strong resistance from industry professionals, should the craftsman pivot to traditional sales models to build initial trust, or is the pursuit of this novel profit-sharing agreement worth the significant effort required to educate and convince skeptical business owners?
