CFDFpromo · Prepared for Bay Valley

We looked at Bay Valley before today

Everything below is yours to correct. The parts we could not see from the outside are the ones only you can answer, and those decide what we build.

Who we are talking to

Bay Valley Companies, LLC. Kenly and Selma, North Carolina. Print on demand, bulk screen printing and DTG, commercial printing, fulfilment, warehousing and 3PL, e-commerce store build and management, and in-house graphic design. Over one million orders shipped.

Charles: Two people accepted this invitation, which is the strongest signal on this row. Ryan Carter is CMO and partner: Barrett Johnson hired him in 2016 and made him partner in 2019, he came out of pharmaceutical research with a chemistry and biology degree, and he owns traffic and marketing. He will want numbers, not adjectives. Barrett Johnson is founder, president and CEO, came up through warehousing and logistics, and runs production. Daniel Tannous of Print Geek introduced us on 3 September and named the print-ready artwork backend as the thing that stood out, so open by thanking Daniel and start there. No price today: the offer gets built from this conversation. Do not name any client brand they have not named themselves. This page moves in one direction: what is happening, what it costs, what it would be worth fixed. Your job is to ask and let THEM say the cost and the outcome. Do not say it for them.

What is your main challenge right now?

Whatever is on your mind. Start anywhere.

You told Daniel storefronts continue to be a hot topic. What keeps bringing that up?

Something keeps putting it back on the table.

And what has stopped it so far?

It has been a hot topic for a while and it is still not done.

Charles: ask the first one, then stop talking. He replied to Daniel in 28 minutes from his phone and forwarded it to a few of his team, so something is already moving internally. He wrote to Daniel, not to us, so this is still a first conversation. The word "continue" in his reply is the whole opening: this is an internal argument already in progress, and something is blocking it. The third question is the one that tells you what the real objection will be later. Write all three down word for word.

What we measured on bayvalleyco.com

Public data, taken the same way for you and for the companies you compete with. See the full report.

pages on the entire website, every one of them a brochure page

store, cart and account addresses we checked, all returned 404

articles ever published, the blog feed returns an empty list

What we found

67% of business buyers now prefer to buy without talking to anyone.

Up from 61% a year earlier. A brand manager or an office manager who cannot see a price, pick sizes and pay online calls someone instead, and that call lands on one of your people.

Gartner sales surveys, 2026 and 2025.

A corporate client wants 40 employees to each pick their own size and pay. How does that happen today?

Charles: show the three numbers, then ask the 40 employees question and let the silence work. The honest answer is usually a spreadsheet, an email chain, or the form. They have just described the gap themselves, in their own words, which is worth more than anything you could have told them.

What happens to the artwork

Daniel said the print-ready artwork backend was the thing that stood out to him. Start there.

A file comes in that cannot be printed as it is. What happens to it?

Who sees it, who fixes it, and how long before it goes back.

How many of those in a normal week?

How long does one take to fix?

What does a reprint cost you, all in?

What does one hour of that person's time cost you, loaded?

What systems are you running today to keep all of this moving?

People who touch one order before it ships?

Hours a week on quoting, art chasing and re-typing orders?

Which part would you most like to never do again?

Charles: this section is the call. Bad files per week x minutes each x their loaded rate, multiplied out loud with them, per year, is their own number and not ours. Then add the reprints. Say plainly that recovered hours are not cash landing in their account, they are capacity, and then ask what they would put those hours on instead. Ask which art or store software they have already tried before you show anything.

Who you sell to

Brands, creators and corporate accounts each buy in a completely different way.

Roughly what share is online brands, content creators, and corporate accounts?

How much do your top 3 accounts represent?

You have built and operated dozens of stores. Is that a custom build every time, or is there a version you can hand a client and let them run?

How many clients order from you more than once a year, and how do they reorder today?

If your biggest account moved its work somewhere else next year, what would that do to the year?

Charles: the "custom build every time" question is the most valuable one on this page. If the answer is yes, every store they sell costs them a project, and a repeatable one is the thing they do not have. Do not tell them that. Let them hear themselves say it. The repeat-client number is the size of the opportunity.

How new business comes in

Where the work arrives from, and what happens when it slows.

Where did your last three new clients come from?

How many slow months did you have in the last 12?

What is a slow month worth, compared with a busy one?

How much of the week goes to quoting and chasing instead of selling?

You print apparel and paper. What do clients ask for that you have to turn away?

Listening for embroidery, DTF, sublimation, hard goods.

Have you tried a storefront product or an artwork tool before? What happened?

Charles: "have you tried" tells you why it never got fixed: no time, wrong software, nobody to run it. That is the objection you will hear in meeting two, so hear it now. The turn-away question is revenue they are already declining, and it is the easiest number on the page for them to accept.

Where you want Bay Valley to be

Twelve months from today, if this works.

A year from now it worked. What is different at Bay Valley?

What would that be worth to you, in dollars or in hours?

And if the next 12 months look exactly like the last 12, what does that cost?

What should be fixed first to get there?

Why now, and not last year?

Charles: this is the section that sells the outcome. Ask "worth" first, then "cost if nothing changes", so the two numbers sit side by side. Both go on the Master word for word. If they give no number, ask "roughly: closer to ten thousand or a hundred thousand?" Barrett is the one to ask, not Ryan.

Which of these would you use first?

Tick what you or your clients would actually use. We show you only those.

Print-ready artwork on the way in Files checked and fixed before a person ever opens them. A store you hand a client Branded, live fast, and they run it themselves. No build project each time. Company and employee stores Every employee picks a size and pays. You get one clean order. The mock-up tool Their logo on the garment in seconds, before anyone asks for a proof. Re-order, approve and pay portal Clients handle it themselves, day or night, without an email. Your own front door Bay Valley quoting and taking orders online, 24 hours a day.

Have your clients ever asked for something like this that you could not give them?

Would it be more useful to run this yourselves, or to have us behind you as a production and fulfilment partner?

Both are real. Ask it, do not assume.

Your competition

One question.

What does your competitor have that you do not?

Charles: let them name the competitor first, then ask what that competitor makes easy that Bay Valley still makes a phone call. The written report follows this meeting.

Which AI agent do you value the most?

We trained and run all of them. Pick what matters and we will show you that one live.

The automation agent Quoting, proofs, order routing and reorders, without a person. The catalogue agent Supplier products, live pricing and stock, in your store. The connection agent You keep what you run. We connect to it. The integration agent Your ERP, accounting and shipping talking to the store both ways. The training agent Teaches your team to use AI, so it stays when we leave. The design agent Stores that look like your brand, not like a template.

What we will show you now

Only what you picked. We will skip the rest.

What would you want in writing?

Pick the promise you would hold us to. Whatever you choose goes in the agreement.

Live by a date, in writing Your first branded store is live by a date we name, or the first cycle is free. Your team gets its day back You and your team save time on daily operations: quoting, mock-ups, purchasing, re-typing orders, repeat orders. It earns the next month, or it stops No long contract and nothing to cancel by phone. The number we agreed, or we keep working We set the target together before we start. It hits it, or we keep going at no charge.

What we will show you now

Is anyone else involved in this decision?

So they get everything they need too.

Now that you have seen it, what would stop you from trying it?

Word for word.

Charles: both, out loud, before you book. The first names the room we are really selling to. The second surfaces the real objection while it is still cheap to answer.

Book 15 minutes for your tailored offer

We take everything above and build you something specific: your words, your colours, the promise you picked, and a dated plan of what happens after you start. A few days is all we need.

Date

Time

Charles: book it before you hang up. No price today. If pushed: "I could give you a number now and it would be a guess. Give me three days and I will give you one built on what you just told me."

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