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