| Bill Borders stepped up onto the podium. He had just | | | | figuring out exactly what it is going to take to succeed |
| been introduced as the new Vice President of Sales | | | | at every individual account we target. That is why it is |
| for Kiechler Building Supplies. As he looked out at the | | | | important that we understand the customer's |
| fifty seven faces staring back at him, time seemed to | | | | customer and the customer's industry. Be more |
| stop and everyone was motionless. Bills mind | | | | knowledgeable and conscious of our customer's |
| wandered. This wasn't a nervous reaction; it was more | | | | problem. We are no longer selling a product, we are |
| of a reality check.Bill had already met most of the fifty | | | | selling a solution to make their life easier, happier, better, |
| seven faces that were now looking at him in | | | | less complicated, or more fun. By understanding the |
| anticipation of what he might say. In fact, he had | | | | customer's business and his customers, we help them |
| individual casual conversation with many of those | | | | make a profit through cost reductions, improved |
| faces in the audience.Bill had been hired by Tom | | | | efficiencies, increased value and increased sales. |
| Thompson, third generation President/owner of | | | | Solutions come in many forms and may have nothing |
| Kiechler Building Supplies just five short months ago, | | | | to do with our products. That's okay. Look for the pain |
| but he had already managed to personally visit every | | | | regardless of what it is and focus on the solution. |
| single one of the sixteen branches Kiechler owned. He | | | | Customers don't want products; they want profits - or |
| was hired to change the direction of the company, to | | | | ways to make profits. They want satisfaction, feelings |
| recapture lost market share, to rejuvenate the sales | | | | of comfort, pride, praise and self-esteem. They are |
| force and put Kiechler back on the growth track to | | | | people just like us. Well, maybe they don't have the |
| become the premier building supplies distributor in the | | | | same crazy genetics that we have as salespeople, |
| Southwest once again.Bill was confident that he could | | | | but they are just as smart, just as caring and have |
| meet the challenge that Tom Thompson had laid out | | | | similar personal needs and feelings."Bill paused again as |
| before him. His personal history and knowledge of the | | | | he contemplated the reaction he may get to his |
| industry gave credibility to his confidence. Challenge | | | | introduction of a sales effectiveness process. A |
| was no stranger to Bill Borders. Being a decorated | | | | process he himself had employed at his own |
| Marine platoon sergeant combined with the street | | | | company. One of his first initiatives as the new Vice |
| experience he gained growing up in the building supply | | | | President of Sales was to create a team to develop |
| business, provided Bill with exactly the quality of | | | | and implement this process at Kiechler Building |
| leadership necessary to tackle the issues Kiechler had | | | | Supplies. Bill had formed a hand picked team that |
| been facing for the past five years. Lost market share, | | | | included two of his sales managers, an IT person and |
| deteriorating competitive advantage, a culture of | | | | three sales representatives. Those three sales |
| compassion that lost all of it's acquaintance with | | | | representatives were in the audience today. Bill knew |
| accountability and a lack of trust in the leadership of | | | | rumors had been flying about what this team was up |
| the company was pushing Kiechler toward the brink of | | | | to but nothing had been officially disclosed as of this |
| disaster.As Bill stood on that stage, facing his sales | | | | date. The team worked hard and developed a |
| force all together for the very first time, he scanned | | | | process and program that would bring Kiechler back |
| the room looking from left to right and then right to left. | | | | to a level playing field with the competition. This |
| As he looked into the faces of the people that held a | | | | process would give them the opportunity to rejuvenate |
| major share of Kiechler's final destiny in their very own | | | | the sales force and create the success necessary to |
| hands, he briefly revisited his decision to accept Tom | | | | recapture the market share they have lost over the |
| Thompson's offer and plea to come out of retirement | | | | past five years. Bill started his introduction of the new |
| and help rebuild a company that had seemed to have | | | | sales effectiveness program by saying,"There is a pill |
| lost it's passion, it's energy, it's sense of urgency and | | | | called Nexiom that some people believe is a wonder |
| most importantly it's will to regain the reputation it held | | | | drug. It solves several problems. It does wonders for |
| for over fifty years as the premier building supply | | | | people that have experienced distress. I wish I could |
| distributor in the Southwest.Bill had sold his own | | | | pass out a pill to each and every one of us including |
| company located in the Northwest and moved to | | | | our entire management team to create instant |
| Southern California four years ago. He was only fifty | | | | success. Unfortunately, there is no "Purple Pill" that you |
| eight years old at the time. Retirement seemed like the | | | | can buy to drug our sales team. There is no "Purple |
| very thing he wanted to do. After two years of | | | | Pill" that will improve effectiveness, there is no "Purple |
| playing golf five days a week and relaxing by reading | | | | Pill" that will increase profit, there is no "Purple Pill" that |
| over 100 different books, boredom started setting in. | | | | will generate more revenue, there is no "Purple Pill" that |
| Then Tom Thompson approached him with an offer. | | | | will increase market share but there is a proven |
| Bill accepted Tom's offer and they agreed on a three | | | | process that sustains continuous improvement that |
| year contract that would take Bill to age sixty five. Bill | | | | can help you achieve all those objectives. It's actually |
| knew with complete confidence that he could solve | | | | very simple, and not that difficult of a methodology. It's |
| Kiechler's problems and recreate the success factor | | | | called a Sales Effectiveness Process. This is simply a |
| that had once existed at the company. Bill knew that | | | | structure for continuously improving sales force |
| Tom Thompson needed guidance, coaching and | | | | performance through focus, discipline and process built |
| mentoring, but he believed that Tom was not the root | | | | on a platform of accountability. We have put together |
| cause of the problem even though he was a young | | | | a team that has helped develop such a process for |
| forty two year old President trying to fill his father's | | | | our company. This team has worked very hard over |
| shoes. | | | | the past four months developing this process built on a |
| Bill was confident that in three years, he would make | | | | best practice platform."Bill could almost feel the anxiety |
| Kiechler Building Supplies the number one distributor in | | | | experienced by some of his sales people in the |
| the Southwest once again. He was sure that he could | | | | audience. Bill knew that by introducing the sales |
| rekindle the passion, the commitment, the culture and | | | | effectiveness program they would all but eliminate any |
| ultimately the reputation Tom's grandfather began | | | | place for the non performers in his group to hide. He |
| creating the day he opened the business in 1957. He | | | | expected that about 20% of his sales force would not |
| knew it would be a challenge, but Bill seemed to have | | | | be able to meet the requirements of this new program. |
| that unique leadership quality that made people want to | | | | He fully expected to have to replace them. He also felt |
| follow him. He had that unique ability to get people to | | | | sure that he had several sales managers that may |
| release the discretionary energy that is critical to | | | | have been great salesmen at one time but just |
| success, energy that is only released if you believe in | | | | weren't cut out to be sales managers. He had |
| the company and you believe in your leader.A few | | | | reminded himself and Tom the President that |
| seconds had passed since Bill stepped onto that stage, | | | | compassion was an admirable quality but it was also |
| but time was still at a standstill in Bill's mind. He scanned | | | | one of the biggest weaknesses that privately held |
| the room one more time. Slowly this time looking | | | | companies exhibit throughout wholesale distribution. Bill |
| squarely into the eyes of the men and women that | | | | explained that we may think we are being ethical and |
| represented the $125 million in revenue Kiechler | | | | acting with integrity by not replacing under performers |
| reported the prior year. This was a year that reflected | | | | that have been under performing for a long time. But in |
| a 20% decline in previous year's sales. As Bill looked | | | | reality, we are doing a major disservice to the majority |
| into the eyes of his sales force, he felt he could almost | | | | of our employees that want to step it up and recreate |
| feel the many different facets of the problems the | | | | that sense of urgency for success that has been |
| company faced. The sales force before him seemed | | | | missing for the past five years.Bill continued his |
| to send that message. In Bill's eyes, most of the | | | | introduction of the sales effectiveness program by |
| problems were written all over the fifty seven faces | | | | using power point slides to talk about a sales force |
| that stared back at him from the classroom style | | | | scorecard that would be introduced."Once we |
| setup in this conference hall.A few faces in the crowd | | | | understand basic sales best practice and make sure |
| were even older than Bill himself with a look that cried | | | | we have trained our entire sales force, it's really about |
| out, "What do you know? What can you tell me? Why | | | | execution. Execution involves the day-to-day activities |
| should I listen to you? Why should I bust my butt? I'm | | | | of the salesperson. For most industries, this entails both |
| happy with the ways things work here. We don't need | | | | planned, proactive tasks and opportunistic, reactive |
| any 'Rah Rah lets all work harder speech'."That look | | | | events that the salesperson uncovers by doing the |
| didn't appear just on the faces of the few in the | | | | right things in the right place at the right time. It's critical |
| audience that were older than Bill. He could see that | | | | that the progresses of the tasks in the target action |
| look on most of the veterans in the audience that had | | | | plans are carefully monitored to avoid surprises. Our |
| ten or fifteen years of service with the company. Bill | | | | new sales effectiveness process will circumvent the |
| had seen that look before. It was a look of | | | | most common mistake made in distribution today, |
| complacency. He liked to refer to it as the "pickup | | | | trying to manage results. We have to manage |
| truck and boat syndrome". He actually had a salesman | | | | activities because it's the activities that produce results. |
| at his own company confirm his theory face to face | | | | Once the results are in, the horse is out of the barn |
| once. He recalled those words as if he had heard | | | | and everything we do from that point on is reactive. |
| them yesterday as he reached down and turned on | | | | That's the biggest mistake we have been making for |
| his lavaliere microphone to begin his presentation to his | | | | the past five years. If we proactively manage the |
| sales force."I don't need to work my butt off anymore. | | | | activities, the expected results will follow."Bill paused |
| I paid my dues. I've been around a long time. I own my | | | | again to search the faces in the crowd to get a feel |
| customers. I have my boat, I go fishing every weekend | | | | for their reaction to his words. Most of the faces |
| and my son finished college. What else is there? Life is | | | | glowed with excitement. Some showed disdain, a look |
| good and a few extra bucks every year isn't worth | | | | of disbelief and some had that look of; "Ya right, I'll just |
| messing up my life style."Bill almost chuckled out loud | | | | wait and see." Bill knew it wouldn't be easy, but he was |
| as he recalled that conversation with a stogy old | | | | pleased with what he saw so far. He continued;"Sales |
| veteran of the industry that had worked for him. It took | | | | is a profession that requires professional sales people. |
| a little while, but Bill had reached that sales veteran and | | | | Every company needs aggressive, creative and |
| today he is a good friend and still the number one | | | | resourceful salespeople to have their products |
| sales person at Bill's old company.Bill's recollection of | | | | specified, accepted and used by customers. Without |
| that conversation also reminded him that the "pickup | | | | informed and capable field salespeople, no company, |
| truck and boat" syndrome is probably just a part of | | | | including Kiechler could hope to compete in the |
| the problem. The faces before him seemed to confirm | | | | marketplace today.I believe that good salespeople, the |
| that suspicion. There were the eager faces of the | | | | kind who can help a company really grow, don't just |
| newer sales people willing to learn but perhaps they | | | | happen to come along by chance or fate. There is no |
| haven't had the opportunity. Bill knew the company | | | | such thing as a "born salesperson," because selling |
| "Talked the Talk" professing in their mission statement | | | | ability is much more than an intangible given that a |
| that employees are their most important asset but | | | | person either has or doesn't have. Granted, selling |
| they failed to invest profits in training and development. | | | | does require certain attributes in a person and some |
| Bill also saw a different look on the faces of the | | | | people are naturally born with these attributes and |
| majority of his sales people. That look seemed to point | | | | some aren't. Also, the person must be intelligent, able to |
| out that they were being held captive in a culture | | | | grasp ideas and details easily, retain them and recall |
| embracing a reactive, passive order taking | | | | them for use whenever necessary in selling situations. |
| environment, a culture that didn't even understand | | | | These factors and many others relating to personal |
| demand creation, a culture so distant from | | | | and emotional characteristics are contributing elements |
| accountability | | | | in the makeup of the professional salesperson. |
| that reactive route mentality sales became the | | | | However, these attributes alone do not make a sales |
| platform for Kiechler's market share degeneration.Bill's | | | | person nor do they guarantee success. It takes more |
| microphone went live and a loud screech from the | | | | than that. A sales person |
| sound system brought his consciousness back to the | | | | must have adequate tools, resources and leadership |
| moment. The very last thought that raced across his | | | | to maximize their effectiveness. I am here to provide |
| mind before he began to speak took him back to the | | | | that leadership. I am here to take us back to the level |
| biggest challenge he had ever faced in his life. For a | | | | of success this company used to enjoy. Things will |
| brief moment he was back in the jungle on the | | | | change. Your President has made a commitment to |
| outskirts of DaNang, Vietnam. He made a speech that | | | | me and to you that we will have the resources and |
| day too, a much more important speech. He peered | | | | the training necessary to make this happen. This new |
| into the eyes of those men he had to lead also. Young | | | | program is our first step. That is why the Sales |
| men, young warriors, young marines that looked up to | | | | Effectiveness Process is so vital. This is the program |
| him as their platoon sergeant. He looked at them and | | | | that provides the support and the resources to allow |
| told them he believed in them. He made them a | | | | each and every one of you the opportunity to |
| promise that day. He promised he would take them | | | | maximize your personal effectiveness in your individual |
| back, take them back home. Twenty five of his men | | | | territories. This is our chance to prove we are |
| were in the fight of their lives that day, the day | | | | professionals. This is our chance to prove we can |
| DaNang was over run. Twenty four of them came | | | | create success. This is our chance to regain our |
| home. Bill regretted that one loss, but all his men knew | | | | position in the market place. This is our chance to |
| that he was one of but only a few leaders that could | | | | regain our pride. Our pride in our company, our pride in |
| have got them through that day. They believed in him | | | | our leadership, our pride in each other but more |
| and it paid off. Bill took them back home.Bill started his | | | | importantly this is our opportunity to regain our pride in |
| little talk by saying;"Nowadays, salespeople must be | | | | ourselves."Bill was taken back by the noise, the |
| problem solvers able to generate solutions for | | | | applause. Unexpectedly all the people in the audience |
| customers in their time of need. Therefore, we must | | | | rose to their feet and cheered. It was exhilarating. Bill |
| possess a great deal of knowledge about our | | | | had planned to talk for another twenty minutes. He |
| customers' business. We must actually define what | | | | was going to discuss the sales management review |
| those needs are because the customer may not | | | | process. He was going to explain his hands on |
| know, nor take the time to explain if they do know. | | | | involvement. He wanted to talk about functional cross |
| Customers want us to have the knowledge and | | | | selling but Bill knew when he had the order. And when |
| intelligence to comprehend and analyze their problems | | | | you have the order you need to shut up. He waited |
| before showing up at the door. Customers will listen | | | | for the applause to die down and he ended his talk |
| and buy from the salesperson that finds the "pain" and | | | | that day by saying,"I believe in this company or I |
| takes it away."Bill hesitated a little for effect before he | | | | wouldn't be here. I believe in our President or I wouldn't |
| continued."That means we need to go back to the | | | | be here. I believe in our ability to change the direction of |
| basics. We are going to revisit sales best practices. | | | | this company or I wouldn't be here. But I want to tell |
| Some of you will know exactly what we are talking | | | | you from the bottom of my heart that I believe in you. |
| about. Some of you may have forgotten it and some | | | | If I didn't, I wouldn't be here. I know that you can |
| of you may have never known the principles upon | | | | become the most talked about, the most feared and |
| which we are going to rebuild our sales force. In the | | | | the most successful sales force in the building |
| building industry today our sales environment leans | | | | products industry that exists today. I have faith in you. I |
| toward a more multifaceted atmosphere, salespeople | | | | believe in you and I'll be by your side as we win this |
| must become strategists with a plan. This plan requires | | | | battle together. We will make it back, back to |
| more knowledge about the business, better | | | | success."Bill walked off the stage to an applause that |
| relationships and better solutions. Some | | | | was deafening. He had a big smile on his face as he |
| old school salesmen may believe they know what it | | | | muttered under his breath, "Step one!" |
| takes. They have the experience. They've been | | | | (E-mail for the Five Steps to Maximize success on |
| around a long time. They also may be wrong. The | | | | Target Accounts)Dr. Eric "Rick" Johnson () is the |
| world has changed ladies and gentlemen. To recreate | | | | founder of CEO Strategist LLC. an experienced based |
| the competitive advantage that Kiechler enjoyed in the | | | | firm specializing in Distribution. CEO Strategist LLC. |
| past we must do things differently. We can't afford to | | | | works in an advisory capacity with distributor |
| be complacent. Complacency destroys competitive | | | | executives in board representation, executive |
| advantage. As sales professionals, we can't become | | | | coaching, team coaching and education and training to |
| full of ourselves, no matter how long we've been in the | | | | make the changes necessary to create or maintain |
| field, no matter how much experience we have."Bill's | | | | competitive advantage. You can contact them by |
| gaze sought out the veterans in the audience as he | | | | calling 352-750-0868, or visit for more information.Rick |
| spoke those words. He continued:"Going back to | | | | received an MBA from Keller Graduate School in |
| basics and revisiting best practice means we are going | | | | Chicago, Illinois and a Bachelor's degree in Operations |
| to be talking about targeting, goal setting, action | | | | Management from Capital University, Columbus Ohio. |
| planning and customer profiling. Targeting is the | | | | Rick recently completed his dissertation on Strategic |
| process of selecting high potential customer accounts | | | | Leadership and received his Ph.D. He's also a published |
| to receive intense sales focus. Goal setting translates | | | | book author with four titles to his credit: "The Toolkit |
| that high potential into achievable numeric objectives, i.e. | | | | for Improved Business Performance in Wholesale |
| revenue and margin growth. Action planning means we | | | | Distribution," the NWFA & NAFCD "Roadmap", Lone |
| have to define the activities that are required to | | | | Wolf-Lead Wolf-The Evolution of Sales" and a fiction |
| achieve our expected results. It's about strategizing, | | | | novel about teenagers called "Shattered Innocence. |