The Second Sale

By: Geoff Keifer, SnapDragon Associates

Jul 8, 2015

I have made a career of Building Sales Teams for Success using Effective Sales Management and Coaching Practices.  This series is intended to add definition to The Sales and Sales Management Process.  As valuable as “Sales Training” programs can be in preparing a salesperson to be effective in representing himself and his product or service to the customer…  –This lesson addresses the extreme importance of being proactive in the follow-up and execution of the order.

Most Salespeople rely upon Repeat Business to sustain their income.  Yes there are some who live in “one-off” sales environments in which they never see or hear from their customers after they close a sale, but the majority of these still rely on referrals and word-of mouth to help generate future business.  The simple truth is that sales as a discipline is less about “getting the order” than it is about “keeping the customer”.  So what’s so important about the Second Sale?

A Prospect does not really become a Customer until they have re-ordered, or given you the Second Sale.  A first sale is just a test… a test of you and your company.  Once that is understood, then the process of selling is broadened considerably.  It means the “close” is more a Beginning than an End of the Sales process.  What comes next?

Execution: Experienced salespeople know that once an order is received, a promise is made.  The most successful salespeople know that they need to walk the order through its journey to ensure that it is entered correctly, picked properly, shipped on time, and received in good condition.  That’s a trip to the office, or at least a few phone calls and e-mails.  Dropping the ball on any of these potential trouble-areas increases the likelihood that when you next visit your customer, you will learn that their experience was memorable in all the wrong ways.  A first order is also more likely to have problems than subsequent ones.  The address is not in the system, hasn’t been tested; the order-picker doesn’t know what, if any preferences exist for this new customer; the driver’s never been there before, etc.  Do yourself a favor, and touch the bases to make sure this important order (promise) is kept.

Follow-up/Service:  Once you’ve determined internally that the process has gone per plan, (and not before), check with the customer to ensure he has been completely satisfied.  Then react appropriately.  If he’s satisfied, thank him for the order, again, and lay the groundwork for the second, third, and fourth sales.  You’re on your way to building a  loyal customer relationship.  If there has been any dissatisfaction, get on it.  Make it right.  Even first sales that have gone wrong can be saved, if the reaction is timely, efficient, and creates a good result.  On the flip-side, second chances for failed performance can be a LONG-TIME coming…

SnapDragon News: June Newsletter

BEing proActive by SUCCESSion Planning (Part I)

By Mark Barnard, CEO of SnapDragon Associates, LLC

June 2, 2015

What can an owner or manager do to stiffen up his team to be ready when he or his employees decide to move on or retire?  Like a professional sports team we need to start preparing a backup plan for our superstars.  The term used by sports teams is “rebuilding” but in fact it is all about succession planning.  Identify and bring in the next superstars.  Your team needs a similar plan, as strengthening the bench is the key to succession planning.

Definition

Succession planning can be defined as the process of identifying critical roles in a company and the core skills associated with those roles, and then identifying possible internal candidates to assume those jobs when the incumbents leave. In addition, these candidates need necessary training and development. Not all roles are critical and not all will need clearly defined succession plans. Key leadership roles or positions that are historically difficult to fill are good starting points for succession planning.  Succession planning, the process of deciding who will take over a business when the owner and other key leaders leave or pass on, is a detail that not too many new small business professionals consider. Some small business owners assume that a family member will take over the business, but it’s best to create a formal plan and discuss any issues with the potential successor you have in mind.

Succession planning is important to any business to ensure a steady flow of talent to fill positions that become vacant in the future. But not all succession planning efforts are equally effective. By following some simple best practices, companies large and small can ensure that their succession planning efforts are successful.

Inclusiveness

Effective succession planning efforts are inclusive and avoid the potential to single out only high-potential employees, which only leaves the masses feeling underappreciated. If this happens, companies can risk losing employees. Companies that are most successful filling vacancies ensure that all employees feel they have the ability and potential to move into positions that become vacant by providing them with training opportunities to prepare them for future vacancies.

Self-Identification

Succession planning efforts that occur behind closed doors can be ineffective because employees don’t have a good understanding of how succession choices are made or of opportunities that may appeal to them. By allowing employees to indicate their interest in moving into positions of greater responsibility or requiring new skills, companies not only increase motivation, but also are more likely to find out which employees have the interest, desire and aptitude to step into new positions.

Succession planning is important for any business to ensure a steady stream of capable and qualified staff members to move into key roles as they become vacant due to retirement or attrition. Although succession planning offers a number of benefits, businesses need to be aware of drawbacks.

Who Is Involved?

Succession planning generally involves human resources leaders in companies that have them and/or the senior leaders of the company. Board members may also be involved in succession planning activities for the top positions, including CEOs, in a company. The role of those involved is to identify positions that may be at risk and then begin the planning process to identify successors and possible skills gaps. In addition, those involved in succession planning need to consider how these efforts will be communicated to the organization and its staff members, which can lead to one of the drawbacks of succession planning.

Business Lives On and Grows

Without a succession plan, the business expires with the owner. When you make plans for a successor to take over your business, you ensure that your company can live on even after you’re gone. If you want your business to continue to grow to higher levels, from a small business to a mid-level or large corporation, it will take time. Some Fortune 500 firms have been in operation for four generations or more. So one clear advantage of succession planning is that you allow your business time to grow and evolve into an even stronger entity.

Eliminates Confusion

Succession planning is an important part of estate planning. It helps eliminate confusion as to who will carry on the legacy of the business when you are no longer available to make decisions. It defines the new owner and a point person for matters pertaining to the company to limit family or business associate disputes. The succession plan outlines specific details of importance (such as the transfer of ownership for business bank accounts and assets) for a smooth transition between owner and successor.

Peace of Mind

Appointing a successor formally also helps give you peace of mind while running your business. Since you, the owner, have taken the time out to carefully select this person (or people) to run your business, you can rest assured that it’s in good hands when you leave. Because you decided to create a succession plan well in advance of your departure, you have plenty of time to train this person on the day-to-day duties and larger concerns regarding the business.

Succession planning is the process of identifying important positions throughout a company, identifying possible successors for those positions and preparing those successors, through training and experience, to step in to leadership roles when needed. Succession planning is an ongoing process that allows all companies, large and small, to ensure a continuity of quality leadership and knowledge retention.

Are You Stuck in Fireman Mode?

Geoff Keifer, VP Consulting – SnapDragon Associates, LLC

Jun 2, 2015

SOURCE

Are You Stuck in “Fireman” Mode?

One of the most frustrating things a Manager can face is coming to the office with a well thought out “To Do” list each day, and spending the day putting out fires. At the end of the day, he has dealt with the fires, but has made no headway on his initiatives… never a chance to get ahead. It may make you feel “Needed”, but are you doing your job?

This situation is indicative of serious gaps in responsibility and accountability in the organization. There are gray areas that are not being covered effectively in the route from order creation, to delivered, paid, and customer happy.

Some time ago (1992) I read an article called “Staple Yourself to an Order” published by The Harvard Business Review. The title alone describes perfectly what the process involves… walking the route that the Order Management Cycle takes from beginning to end. This journey can uncover choke points and fuzzy areas in which things can fall apart. It’s a trip worth taking, and may be the best way to identify problem areas so they can be repaired. You need to have a system in which each “hand-off” is made without dropping the baton.
As far as your customer is concerned, it’s simple. “He calls, you haul, and that’s all”. Internally the story can get complicated and needs to be made seamless. You need to make it so by walking the route and ensuring that it is “roadworthy”.

Once the system is established to be effective and reliable, the associates responsible for each phase need to clearly understand and take ownership of their turf. Clear and Defined Job Responsibilities need to be set and held.

When fire breaks out, and you are forced to drag out the hose, make sure you have the individual who lit the fire at your side, fighting it with you. Otherwise, he will not be motivated to avoid that same mistake in the future. People who do not have to clean up their messes don’t seem to mind making them.

There will always be fires, and as a manager you will need to have an extinguisher handy. Good “Fire Prevention”, however, will limit them to the rare exception, rather than the daily rule.

-Geoff Keifer
Snapdragon Associates

Welcome to the Team Geoff!

SnapDragon Associates is pleased to welcome Geoff Keifer to the team as a Vice President of Consulting!

Geoff joins SnapDragon Associates with over 35 years in the Building Materials Industry.  His start in the industry began with The Andersen Corporation, who provided him with the tools to navigate in the industry as a professional.  His experience includes windows, doors, millwork, specialty building products, and engineered lumber and within our mutual industry focus – manufacturing, wholesale, distribution and retail.  Geoff has held roles including sales, sales management, national accounts management and general management and has been tasked with management, P&L and “turnaround” responsibilities with annual revenues up to $75 million.

Since he began consulting, Geoff has been invited to speak before groups and has developed a long list of professional industry contacts and has helped small businesses with sales and management challenges.  He is personable and builds long-lasting relationships easily.  With his strong industry experience, Geoff is sure to be a natural when it comes to helping you with your recruiting and management needs.  He currently resides in Connecticut.