Wednesday, December 24, 2014

Merry Christmas and a Happy New Year



From the Canadian Office and Art Supplies Update.

Thanks
 
Since it's inception in May of 2014, this blog has had over 5,500 reads.

If you are interested in contributing content that relates to our industry - please let me know.

Happy Holidays



Ho Ho Ho.........


Santa visits the Ayr Skating Club

 I will be Coaching my Hockey team at the annual "Wayne Gretzky International" Tournament in Brantford over the holidays.



Cambridge Minor Bantam MD Hawks

I hope everyone has a safe and joyous holiday season.
........And here's to a successful 2015 for all.

JF


See you in January

Friday, December 19, 2014

What if you couldn’t procrastinate?

Why labeling behaviour is distracting.

 

Article #6Solutions for the Human Side of Business - By: Jonathan Creaghan

 
What if believing in the concept of procrastination was the issue, and all the energy you are spending worrying about procrastinating was the problem? Imagine if you took that misspent energy and redirected it to getting into action.
 
 
Now I am not saying we don’t push activities back, but maybe there is a true reason for the inactivity. But to label an inaction merely gives another chance to feel guilty, for not getting something done when you feel you “should” have.  

There may be an underlying cause: 

1.      You may be going against your natural rhythm.
2.      The creative process sometimes requires space or "downtime" to fully form.
3.      More information is needed to make a decision or take action.
4.      You don't believe that what you want -- is what you want.
5.      You don't really want to do - what you think you “should” do.
6.      It's not yet time.
7.      You don't trust yourself.
8.      The task is overwhelming when envisioned in your mind.
9.      Habit and conditioning.
 

When talking to people about the issue of “Getting More Done”, there can be a freedom around letting go of the guilt and panic of not having completed something on your terms.

“Follow your natural rhythm” 

A Sales Rep for a steel fabrication company, who makes many presentations, would often leave the task to the last minute and create a presentation the night before. When we discussed this, he was under the false assumption that there was a “right way” of creating and so he thought he “should” have taken more time, he felt bad when he would “push off the preparation till the last minute”.

 However, when he looked truthfully at how he operates, he found he was creating the content and mulling it over in his mind over several days anyway. So that by the time he was ready to actually write his presentation, it flowed through him easily and quickly. What would have taken him days to construct and write, took him a few hours. He was able to tap into his creativity much more powerfully.  

Now it may be your nature to work in small pieces over time. If that is the case, go for it. It’s important to acknowledge your own work strategy.

The issue was never so called procrastination; he discovered the real issue was trusting himself and how he actually worked, then learning how to maximize his natural rhythm.

The issue was never about procrastination ... real issue was trusting himself, how he worked, and learning to maximize his natural rhythm

Today he works much more smoothly and efficiently, achieving more and spending less time doing so, as his mind is clear and focused on the task at hand. But more importantly, when he works -- he works, and when he doesn’t -- he doesn’t. No lost energy.
 
 

 Labeling behaviour is distracting. Who came up with the word procrastination anyway? How does it truly help knowing that there is a name for something you are doing?  When you lift the veil on labeling this kind of behaviour, you are free to explore the real reason. Get to work or don’t, you’ll get it done when it needs to be done. It just might be on different terms than you thought.

 

Copyright © 2014, Jonathan Creaghan all rights reserved
 

Friday, December 12, 2014

Dealer Sales Reps – An Endangered Species?

By: Norm MacLeod

It was late summer back in the day and a bunch of us industry guys were out on Lake Simcoe cruising around on a vendor’s giant yacht (a converted PT boat actually) when an enormous wind gust came up out of nowhere. A couple of the deck chairs were swept into the water and we gleefully yelled out Deck chairs overboard. Some wit then yelled to the President of the then second largest national commercial stationer, “Hey, one of your reps has blown overboard too.” Without any hesitation the President yelled back, “Save the deck chairs.” That was back pre-web of course but are sales reps any higher on the respect scale in these days of on-line digital sales, marketing and customer service?

 
 Based on the current practices of the major North American chains I think the answer has to be No. Whenever their stock craters, the first thing they usually announce is that they are successfully implementing their synergistic, customer-centric, negatively optimized growth plan and that by the way, they’ll also be cutting back the outside sales force. Do dealer sales reps have a life expectancy longer than Lady Gaga’s current hair style and how on earth do they get to a level of respect commensurate with their real value?


I think the answer to the first question is a conditional yes. There is still something to be said for the personal touch in securing, negotiating and maintaining a solid customer relationship, at least in the B2B world. To ensure that this value is maintained and also to begin increasing their respect level dealer reps must work smarter than they ever have before. A large part of working smart is learning to use Analytics. Whether a rep is a hunter, farmer or just a nice smile with a free hot lunch, they need to go past the usual CRM clichés (how about those Leafs?) and actually understand their customers’ needs and where the opportunities lie within each account. While the digital world may be threatening the rep’s existence it is a double edged sword in that it also provides gigabytes of data on each and every customer and allows them to touch customers more frequently and effectively than ever before.


Back a few years ago, when reps were being pointed and incented in the direction of the new frontier of Cleaning, Breakroom supplies, I checked, where I worked, with the person who orders all supplies for the office whether our Office Supplies rep had mentioned that they now sell CB supplies. The answer of course was no. All of our purchase transactions are processed online, a simple request to Google Analytics or Coremetrics would have provided the rep with a complete breakdown easily sorted by product category. The rep could then easily see that no CB supplies were being ordered. They could also see that every 3rd or 4th cycle of toner ordering was going to someone else and that on some orders the copy paper was being dropped as well. This kind of knowledge and understanding is POWER.

These types of analytics allow maximum account penetration and can also help identify product areas where pricing or quality may be an issue. This is also a role the rep is best suited to fill since they have the most to lose and/or gain. I’m not sure how much autonomy reps have in altering the customer’s price matrix but having the ability to tinker with the complex product/price matrix would allow the reps to address cost issues while maintaining the overall account GP. Is this within the rep’s current skill set?



The digi-com world can also allow a much closer relationship to form with the actual end users within a company rather than just a cost-conscious purchasing agent. When a design firm orders the Econo 4’ X 8’ whiteboard, an e-mail followup should probably be sent to the department chief pointing out that a board designed to last 2 or 3 years of use isn’t the most economical choice when the multiple re-order and mounting costs are factored in over a longer period. This would certainly be a better response than calling to say the board they want is back-ordered.

When the same firm orders a suite of Bush or Sauder RTA furniture, maybe the rep should be texting to point out that the products will require a day’s labour to assemble and that the products are not designed to be moved once in place. Of course, these followups require a reasonable level of product knowledge (which is a whole other topic) but for reps to ever be respected it’s an area they really need to work harder at. Building trust and providing genuine value added service is the best form of job security a rep can have. Even if there is a termination due to “right-sizing” that account will probably belong to the rep more than the company.

Another type of analytic can also help account openers. Have you googled the company you are making the pitch to? At the very least, you’ll be able to get some basic stats like how big they are, whether they have other branch offices, who owns them, how many employees they have. If they are publically held, check out their financial status and read their Investor Relations information. Most companies will also have a mission statement and a more qualitative summary of who they are, what they stand for. Knowing that the mission statement of the company emphasizes their environmental sensitivity or a commitment to buying local can make all the difference in the focus of your proposal.


Do reps routinely check out the principals listed on the web-site on Facebook, Twitter or LinkedIn to understand their special interests and past history? Knowing that the key decision maker used to work for one of your current accounts could help in winning a contract. Do the homework, it’ll pay off. The customer will respect the efforts you have made and the bosses will be impressed by your proactive approach.


Digital tools are there to be used and rather than budgeting x number of hours for cold-calling a week, perhaps there would be a greater return if those x hours were allocated to studying and applying customer analytics. The rep’s future really comes down to survival of the tech-smartest.

 

Friday, December 05, 2014

Introducing Mancini Leather Goods




It is my great pleasure to introduce to you  my newest product line, welcome aboard MANCINI Leather Goods Inc., a proud Canadian company, established in 1989.


From their Montreal base, Mancini Leather Goods have grown to become an industry leader in travel, business and personal products, with a dedicated effort to provide the highest quality merchandise. Their inspired collections of ladies’ and men’s fine leather wallets and accessories combined with their business and travel products are the perfect fusion of style and function showcasing the natural characteristics of the finest quality leathers and premium materials from around the world.
 

 
5th Avenue Collection


Fine Leather Wallets & Accessories • Passport Organizers • Luggage & Travel Bags

Business Products • Briefcases • Laptop Cases & Backpacks • Attaché Cases • Catalog Cases

Colombian Collection

 

Mancini has focused their attention on creating unique designs of unparalleled quality and workmanship. In keeping with their legacy of excellence, all of their fine products are supported by an impeccable reputation for support and service. All this while providing one of the most competitive quality-price-value offerings in market.


Biztech Collection

 

I am proud to add Mancini Leather Goods to my portfolio of high quality office products and I am confident that MANCINI Leather Goods reflect the professional approach that my customers seek out for their clients. I look forward to introducing this line to the Office Product industry and helping your firm gain valuable market share in this field.

Feel free to browse the Mancini  Leather Goods on-line showroom at  www.mancinileather.com.

For more information, contact Fullerton Sales & Marketing.