My sources tell me that Pyotr Belov is gone from "Loud-peg" in what was described as "cost-cutting measures"........ No idea what that means in future..... but he was apparently the guy behind a lot of what has been going on there in terms of product and product trends.
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Ampeg news......
- Thread starter Jerrold Tiers
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father of fires
Commercial User
Interesting. So do you mean he was the one pushing for the changes we like?
I thought he was the enemy at one point?
I thought he was the enemy at one point?
he was the "Blackheart" guy, and appeared to be one of the main folks behind the "product centered" approach, vs the "marketing/branding centered" approach.
Maybe someone closer to the curernt Loud/Ampeg company can discuss better (or, more likely, they cannot... corporations being what they are....)
BurningSkies
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- Feb 20, 2005
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This seems unfortunate, given the popularity of the latest Ampeg designs. People seem to really like not only the sound of the products but the overall appearance and features.
Regressive for Ampeg.
billfitzmaurice
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That's executive speak for "we were paying him too much, found someone who'll do the same job for half the money". The good thing about good people is that they always manage to land on their feet.
Granted - I (or no one else here) knows what's going on at LOUD.
However, speaking from experience, I can tell you that the corporate model is ALWAYS the same - whether it be an Amp builder or a record label or a light bulb company. Maximize Profits.
Typically, as soon as an organization begins showing signs of life, the "MBAs" in the from office begin to find ways to screw with it to justify their existence. It's merely the nature of the beast.
The CEO has to answer to the Board of Directors who want to know why profit margins aren't larger. Thus begins cost cutting measures anywhere they can find in an attempt to "streamline" said operation - it rarely works and often backfires.
If that is the case here - only time will tell if it works. I fear that it will not and they will, once again, "venture forth unto the breach" and screw up a good thing!
However, speaking from experience, I can tell you that the corporate model is ALWAYS the same - whether it be an Amp builder or a record label or a light bulb company. Maximize Profits.
Typically, as soon as an organization begins showing signs of life, the "MBAs" in the from office begin to find ways to screw with it to justify their existence. It's merely the nature of the beast.
The CEO has to answer to the Board of Directors who want to know why profit margins aren't larger. Thus begins cost cutting measures anywhere they can find in an attempt to "streamline" said operation - it rarely works and often backfires.
If that is the case here - only time will tell if it works. I fear that it will not and they will, once again, "venture forth unto the breach" and screw up a good thing!
Well from all accounts, the head of LOUD has an engineering background and much more respect for good engineering and quality than Jaime Engen ever did, so I think it's way premature to assume quality's going to go back down to Engen levels. I'll just remind them what happened to LOUD when quality wasn't the focus.
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If that is the case here - only time will tell if it works. I fear that it will not and they will, once again, "venture forth unto the breach" and screw up a good thing!
Let's hope not.
Granted. And I agree 100%. Unfortunately, in this business climate, one can never tell. We are looking at it from a musician's standpoint (and justifiably so!) but as a general rule - a board of directors looks at it strictly from a "business" viewpoint"
And again, to reiterate: I'm not saying that this is the case in any way, shape or form. I'm merely speculating, along with Bill, that the bottom line here may just be simple economics if LOUD has decided to part ways with the individual in question...
billfitzmaurice
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In the 90s a friend of mine was an independent sales rep for Marker ski bindings, commission only. He got Marker's market share in New England up to 40%, and his commissions ran $100k plus per year. An MBA genius at Marker decided he was making too much, ended their contract, and hired a 25 year old to do the same thing, in house, at a salary of $30k, saving the company upwards of $80k per year. Within 2 years Marker market share dropped to 25%, and income went down by about a million, give or take.
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