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Articles by Aleksandr Zemel
The Retail Margin Advantage Nobody Sees: Buying
Aleksandr Zemel is the President of NYWD Inc., a global wholesale eyewear distributor supplying designer sunglasses and frames to retailers.
Forbes JAPAN 公式サイト（フォーブス ジャパン）
アレクサンドル・ゼメルは、眼鏡店向けのグローバルなアイウェア卸売ディストリビューターであるNYWD Incの社長である。 アイウェア卸売業界は、革新で知られる業界ではない。何十年もの間、この業界は慣習に基づいて運営されてきた。電話注文、紙の請求書、厳格な最低発注数量、そして1980年代から実質的に変わっていない流通モデル。共同創業者のマイケルと私がこの業界に参入したとき、好むと好まざるとにかかわらず、この「旧態依然」とした構造を引き継いだ。しかし、顧客の期待が進化するにつれ——より迅速なサービス、より高い透明性、摩擦のないデジタル発注——伝統だけでは前に進めないことが明らかになった。...
Corporate Gifting Is Evolving—Here's What Companies Are Looking For Now
Aleksandr Zemel is the President of NYWD Inc, a global wholesale eyewear distributor for optical stores. Corporate gifting is no longer a seasonal formality. For many businesses, it’s becoming a strategic tool—used to reinforce relationships, reward loyalty and differentiate the brand experience. The global corporate gifting market is projected to exceed $1.7 trillion by 2030 and I'm seeing a shift from volume to value.
The Power Of A Pivot: Lessons From Reinventing A Traditional Industry
Aleksandr Zemel is the President of NYWD Inc, a global wholesale eyewear distributor for optical stores. The eyewear wholesale industry isn’t known for reinvention. For decades, it operated on habit: phone orders, paper invoices, rigid minimums and a distribution model that hadn’t meaningfully changed since the 1980s. When my co-founder, Michael, and I entered the space, we inherited this “old-school” structure whether we liked it or not.
「売る」より「節約を助ける」—新しい卸売ビジネスモデル | Forbes JAPAN 公式サイト（フォーブス ジャパン）
アレクサンドル・ゼメルは、眼鏡店向け高級アイウェアの世界的卸売業者NYWD Incの社長である。 卸売業では、成功は通常、クライアントが購入する製品の量で測られる。しかし、私たちの一部にとって、それはクライアントが無駄にしない量によって測られるのだ。 この考え方は、従来の卸売流通モデルに反するものである。特にデザイナーアイウェアのような業界では、収益性はますますスマートな在庫管理と無駄の削減にかかっている。これは、取引量よりも価値に焦点を当てることで事業を成長させることができるという証拠だ：非効率性の削減、利益率の強化、そしてその恩恵の共有である。 原則はシンプルだが破壊的だ：真の収益性は取引を最大化することからではなく、摩擦と無駄を最小化することから生まれる。これは抑制、戦略、そして共有された成功に基づく相互成長モデルなのだ。 クライアントの効率が高まれば、ロイヤルティも高まる。そして持続可能な利益につながるのは、取引量ではなくロイヤルティなのだ。 従来の卸売業の破綻した論理...
Make Money By Helping Clients Spend Less
Aleksandr Zemel is the President of NYWD Inc, a global wholesale distributor of premium eyewear for optical stores. In wholesale, success is typically measured by the volume of products your clients buy. But for some of us, it’s measured by how much they don’t waste. That mindset defies traditional wholesale distribution models, especially in industries like designer eyewear, where profitability increasingly depends on smarter inventory and less waste.
Building A Sales Team That Stays
Aleksandr Zemel is the President of , a global wholesale distributor of premium eyewear for optical stores. High commissions might attract star salespeople, but that alone won't keep them. Turnover drains momentum, disrupts relationships and is something you can largely prevent with the right approach.
Why Growth Should Follow Operational Readiness
Aleksandr Zemel is the President of , a global wholesale distributor of premium eyewear for optical stores. When my co-founder, Michael, and I first moved into our 1,000 square foot space, we weren't thinking about scale. We were thinking about survival. Every order felt like momentum, and every inch of floor space mattered as a wholesale eyeglass frames distributor. But as demand picked up, we realized something crucial: Growth isn't just about getting bigger. It's about being ready.
The Case For Treating Vendors Like VIPs
Aleksandr Zemel is the President of NYWD Inc, a global wholesale distributor of premium eyewear for optical stores. getty In today’s volatile market, relationships really are “the glue” of supply chains. Amid inflation, supply disruptions and razor‑thin margins, any advantage helps—and strong vendor ties can be one. As co-founder of a global eyewear distributor, I’ve seen firsthand how a simple shift in mindset—treating our vendors as partners instead of adversaries—pays off.
Por qué los directores ejecutivos deberían dormir más
En las salas de juntas y oficinas centrales, existe el mito arraigado de que el éxito exige sacrificios, y el sueño suele ser lo primero que se recorta. Afortunadamente, estoy empezando a ver ese cambio de mentalidad y me enorgullece formar parte del creciente movimiento de directores generales que dan prioridad a su sueño y animan a otros a hacer lo mismo.
Por qué la experiencia del cliente es la nueva ventaja competitiva
El panorama empresarial actual no se define sólo por los productos o los precios, sino por la experiencia. Las expectativas de los clientes han evolucionado, y las empresas que no dan prioridad a la experiencia del cliente corren el riesgo de quedarse atrás. Los estudios muestran que el 80% de las empresas creen que están ofreciendo a sus clientes una gran experiencia y, sin embargo, los clientes creen que sólo el 8% de las marcas cumplen esta promesa. Esto supone un reto y una oportunidad.
Why Customer Experience Is The New Competitive Advantage
Aleksandr Zemel is the President of NYWD Inc, a global wholesale distributor of premium eyewear for optical stores. Today’s business landscape isn’t defined just by products or pricing—it’s defined by experience. Customer expectations have evolved, and businesses that fail to prioritize the customer journey risk falling behind. Research shows that 80% of companies feel they are giving customers a great experience, and yet customers feel that only 8% of brands deliver on this promise.
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