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