Dallas Moto

We are the Dallas Motor Peu00e7as, the largest motor-pest distributor in the West. In 2018, we completed 34 years of the market, providing a vast variety of products, allied to a strategically planned logistics that allows you to deliver the goods in the least time possible. Our stock has more than 10,000 items from the most designed brands in the market, and we work with the best carriers to deliver each time faster and more efficiently throughout our territory of the industry. But how did we get here? Let's tell a little about our story. Telling a little about my story, it always comes with the Dallas story. Even because since I was a child, I have interest in this area. When I was a child, I would I left the Paranu00e1 in 1976, came to the interior, and became the capital of Su00e3o Paulo. But it was very difficult to work at this time with a motorcycle. First, there was very little motorcycle. Second, that Su00e3o Paulo was going through a lot of rain, it was raining, it was raining, and it was fast, it didn't work. We had to pay the rent. People would say, we had a big hammer. I decided to meet a big hammer. I got familiar with the place a lot, and it was getting. . . Dallas started in 1984 here, with a motorcycle workshop. I got on the CPA. But I was always a little disorganized in the bureaucratic part. When I got married, my wife would work with me there. But she thought of setting up the shop, it was actually sad. She would stay with the bureaucratic part, and I would be the commercial part, the part of the office. I was a banker, I met Gustavo, who had a motorcycle workshop. Then we got married, I was still in the bank, and he insistently invited me to work with him to solve this financial part, because as he was a mechanic, he had a lot of difficulty. With this issue of payment of tickets, all these things, and with six months of marriage, I decided to ask for my bills in a bank, and came to work at Dallas, in another part. It ended up working out, but we spent some time that didn't have a lot of motorcycles, started to decrease the amount of motorcycles. At the time, there were a lot of difficulties, some parts, and many of them we had to adjust. They came very badly, so we had to adjust them here, others had to do, some of them had to do, had to do. And I went to Su00e3o Paulo to buy some parts, and I started to play the store. When we started, we started with a very small capital, we sold a motorcycle, sold a land, went to Su00e3o Paulo, we made some purchases that were more difficult, that time there was no distributor in our region. When we. . . this went to buy an entry with this little money that we had, and the rest was from the other side, even because at the time inflation helped, you could buy the price, it was even legal. When it changed to the real plan that established the currency, we had to rethink it, it wasn't more interesting to buy the price. And this transition from the price to the view that was the most difficult part of our life, we had to be very careful, to live, at the time we lived next to the company, we had to leave our house to expand the company, live in a farm, in a farm, without a house, until we stabilized, and we managed to do this transition because we had to sell the stock, sell the customer who bought the price, and it was a complicated transition, but it was worth it. But space, we have to believe, and the work is continuous, my children were born practically within Dallas, until when my son was born, I took a long time to see him, who was born, because I had to work, I had to pay bills, I had the hospital to pay, the park, and that kind of thing. My children were raised within the company, everyone who knew Dallas, knew Gustavo Filho since he was little, he knew my daughter, they always had us, there was always a girl who helped me with the baby, and they were there, doing part, Gustavo Filho was full of hair and hair, he was a mechanic there too. All my life I participated in this company, I was present in it, before the CPA, when it was still an office, I was always following the work of both the mechanic and the sales of parts, when I remember, I sold parts, it was no longer just an office, and I always participated in the company's procedures, and I always followed the evolution of my mother's father to the Dallas company. And then it was developing, I realized that there was space to work with the motorbike attack, because there was no big weather, and then we started a small attack there, and it was developing, then we moved to the big market in 2002, and then we started to be attacked. I managed to acquire not all the know-how of both, it is logical, but I managed to absorb a lot of what was positive of them, even to help in my own life path, that I will have with this company in the future. That is, here my father, even, wants to move the company to my full administration, and all this know-how, this knowledge acquired with the years I work here, will certainly be of great value to me to take this path, a new company, a new air to the company, a new blood to the company, with new ideas, and with all that load of knowledge that the two have passed on in moral values too, will be of great importance. And I hope that it will be a good account of everything. A lot has passed on values, both work and persistence, and fighting for what you want. I saw this a lot during my mother's father's journey in the company, not only of them, but also of the whole team involved, in this case, it is a very familiar company. And this evolution was very interesting, this observation of this evolution even to be learned, to acquire knowledge and experience, in this case, in the motorcycle market. The story of them began when Gustavo was a mechanic, working as a tornado, and I started as a balcony driver with him. And since the beginning, we started together, he in the mechanic and In the part of being a balcony driver, he taught me what, always to know how to move with pieces, to sell, and to know the piece directly on the motorcycle. So, until we arrived at the attack, I spent many years, what, moving with store and office, and this was a little bit of knowledge. In 2018, 34 years ago, the Dallas company is in the motorcycle market, today, working exclusively with attacker. And during all these 34 years, we created four essential pillars for the success of the company, which are they. First, never competing with our customers, understanding our position as an attacker in the market, as distributors, we understand that we can't compete with our customers, even because it is illegal, it is illegal in the amount of prices and negotiations we would have with the customer of the warehouse, so we don't do this in any way. The customer that he will buy from Dallas, he may be sure that he will not have Dallas as his competitor, but his customers will not be able to come here to buy with us, these are the essential pillars of our company. The second is never deceiving our customers, with regard to the value, prices, quality and availability of the products. Third pillar, never promising something that we can't fulfill, or making a deal that we can't honor. This, in no way, our company does too, to say that I will deliver a market for you, I will not deliver, I will say that I have this piece available and I will not have, simply to finish the sale, this will never happen here in our company. Fourth pillar, never finding our customers in debt with the only intention of gaining moment Dallas never stopped, just offering to make a moment When you are right with people, when you do everything right, come back to you, you pay well, the supplier, if you get, the customer asks for 10 pieces, 10 pieces will not be 20 or 15, 10 will be 10, what he asks for is to send it correctly, all this will take time, you will only get fruits, so for us it has always been in training, when we hire a seller, sometimes they sell it out in different ways of work, which is to ask for something, here in Dallas this cannot happen, we do not allow, we do not accept. I learned this with Gustavo, Claudio, will sell, be honest, Claudio, you do not need to sell 10, if the customer is inside Cuiabu00e1, or inside a big bush, an attack on ours today, which is inside a big bush, why am I going to sell one piece here, for example, sell 3 per month, I will sell 50 for a person, this is not a sale of trust, it is not a sale of partnership, the sale of partnership is the sale that works, I see what he needs, if it is one piece per week, it is one piece, if it is two, it is two, and not sell 50 to stop in his stock. In 2011 there was a decisive stage for the future of the company, in which I managed to participate, which was the trip to China, which I did with my mother, Serlei and Claudio, where went to look for partnerships, because of the understanding of China, because in the 1990s, Chinese products were known for being low quality products, good price but low quality, but China itself reformulated this production issue, and in the 2000s, as we know, it started producing big brands, in the case of Apple itself, Nike, which started the idea of u200bu200bwe going to China in 2011, to look for good partnerships, and in the case we found that the Samsung, the Anayasa, the Alpha, the Araste are brands that have already been consolidated in the market, such as great brands of great quality, and unparalleled cost-benefit, and are exclusive brands of Dallas today, and the fruits of this partnership that we made going there, visiting factories and looking closely at the quality of the products, to not bring anything to Brazil either, but always thinking about aligning, and this with a good cost-benefit, because we understand that our customers have to have their profit there at the time of the product maintenance. He can't only sell the service, he has to sell the piece too, and he has to win with the piece, understanding this went in search of these products and were very successful in this journey. Last year there was a lot of change that we did here too, to always better reach our customers. I even added more sellers to our sales page, because we understand that the market it gave a pulverization, I went to look there 2014, there were some stores where they were bigger and it was easier to attend, as last year opened a lot of small stores, we understand that these people of these smaller stores that are starting, they have to have an appointment as good as the previous ones had, for this we had to increase our sales team, because we always prioritized not only the moment Today my biggest challenge is to pass what? The knowledge that I have from the company that Gustavo passed me to my sellers today, is to have their trust and they pass the trust and ethics of the company, our service system, to reach the final customer. I never imagined getting where we are, this is the result of a lot of work, but I always Because you have to believe, if you don't believe, you don't get there, when I started I knew I was going far, because first of all, dedication, we worked a lot, today, for five years we don'take holidays, I