| ARE YOU
THE BEST INDUSTRY EXECUTIVE YOU CAN BE?
BE CREATIVE AND SUCCEED IN A DOWNTURNED ECOMOMY.
By Ken Tyler
The laundry industry desperately seeks a return to stability, respectability
and most of all profitability. I would estimate that this yearning will
make 2003-2005 the years of deals, beginning with a consolidation trend
in which the big get bigger and the others get lost. These mergers must
take place in order for the industry to be profitable. There is way
too much duplication. When things shake out, it is likely that only
a handful of suppliers will be left standing. So how can industry executives
ensure that their company lands on two feet? I believe innovation and
customer service will be the key factors in generating future success.
Over the past year I have heard different comments about how slow
the sales process has been for our industry. On just about every occasion
the sluggish situation is blamed on the economy. Quite simply my recommendation
to the industry is to get a wake up call and stop blaming the economy
on slow performance, poor performance and growth. Take a look around
you, some companies are doing better than others and some are having
great years compared to previous years!!
Unfortunately in our industry in particular, when most organizations
encounter a reduction in sales, the top executives refuse to change
their plan. Usually the top executives simply encourage their sales
departments to do more with the segment of the organization that is
not as productive as others and then they refuse to spend the money
required to get out of the dilemma created. In the midst of their dilemma,
they cannot comprehend why they need to change their approach in a more
expeditious manner in order to avoid a more severe downturn. In some
cases it is often too late to realize that sales practices need to be
changed on a regular basis.
There are things that can be accomplished to ensure your sales team
has a mindset for continued improvement. To keep poor sales from continually
challenging your organization, look at the following examples and make
them part of your business practice.
LEAD BY EXAMPLE
For an organization to be successful it must have an unconventional
person at the top of the ladder. Such a leader must have a passion for
the company and an innovative approach. The leader has an obligation
to demonstrate the kind of behavior, attitude, kindness and philosophy
that the sales team must employ.
When leaders of companies demonstrate principals of creativity and
respect and encourage an open and fun work environment, employee morale
and enthusiasm for the company will shine in the eyes of the client.
A harsh attitude, lack of respect for others and disorganization will
eventually destroy the company no matter how good your product performs,
as the clients sees this first and foremost.
It is not the economy that determines success; it is the team that
generates the final frontier. What matters is the commitment to initiating
change combined with the tolerance for taking risks, dedication to employee
training and advancement, and smart leadership. When all these factors
come together, you should have a world-class team.
RISK TAKING
If your team is to sell with vigor, the leader must encourage
risk talking. Most people are creatures of habit. They call clients
the same way they sit at their desk, without excitement and close to
being unconscious. When it comes to sales, taking a risk means having
the courage to step out of the circle. This is important because people
enjoy working with people that are a little zany.
Some good examples of stepping outside of the box include taking a
ride on a balloon, going to an amusement park, having a motivational
speaker instead of the same old business meeting or training program,
writing a letter to a client instead of an e-mail, or better yet, a
handwritten note. None of these examples are totally crazy, they do
however demonstrate something that could be memorable. Remember when
you are average, your team will always be average. And if you look closely,
average is closer to the bottom than the top. Whether your team sells
washers, dryers, ironers, conveyors, folders, uniform dispensing equipment
or carts, taking some risks does beat the normal dull day.
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PREPARING FOR CHANGE
There are probably more events represented in this periodical
than took place 20 years ago. Our world in the laundry and textiles
arena has totally changed. Twenty years ago, who would have thought
we would have today’s industry automation? For the technology
industry that supports our industry the changes have been even
more dramatic. Those who are comfortable with change view this
as an opportunity and to adapt new learning experiences with day-to-day
circumstances.
Leaders of companies must encourage change. Leaders must challenge
everyone in the organization to be creative and to put this spin
on every sales technique that is utilized. One must also find
the customer and prepare them for change.
Leaders must reward those who come up with change and innovation.
And they should never assume they know all. They know they don’t,
never will and shouldn’t even attempt to try to make it
look like they do. Leaders realize that they are only as good
as the team they are surrounded with. They delegate and let others
learn as they have, taking the final say on the big decisions
not the small ones.
New things when discovered rarely come without challenges, therefore
if something doesn’t work compliment your team anyway, this
will encourage them to continue to be innovative.
STIMULATE TRAINING AND EDUCATION
Assuming everyone on your team has raw talent, which hopefully
was determined upon employment, they must also have a passion
for learning. To insure a stable and proactive, successful organization
you must invest in learning.
It is unfortunate but true that most companies in our industry
invest in equipment and manufacturing equipment before taking
an interest in making sure the team is learning. Be advised that
when employees have consistent access to self-improvement, they
will usually become more talented and skilled. When you competition
is doing this and you are not, you will eventually be the loser.
When planning for education and learning, remember everyone does
not need the same application. Keep away from the classroom scenario
and target self education. Find out from the source what your
sales team requires to get the job done. A good example of this
was that recently I was talking to a person who was very successful
in selling products and found out that a friend was giving him
a Palm Pilot for the holidays. Why didn’t the company know
of his needs and provide this? Another example, if someone on
your staff has difficulty writing letters provide them some education
so that they can improve those skills, this will truly benefit
the organization. It is no secret that focused education on the
individual eliminates being lazy, reduces boredom and will eventually
benefit your organizations. Customers can tell.
SEEK EXTERNAL VIEWS
Never assume everything is going as planned or that your
employees are satisfied. And when looking for other views, don’t
be afraid to ask others, outside your organization. Never ask
for these views from a friend or associate, go to someone who
will give you an honest answer. You will be surprised at what
you may learn about your organizational structure, your sales
team, your ability to market, your ability to deal with Human
Resource issues, and most importantly you ability to communicate
with your customers.
In conclusion, many suggest that merging into larger companies
won’t be sufficient for the laundry industry to thrive in
the future. The industry must re-orient to provide an array of
new products. It will be important to gain this perspective at
the Clean Show in Las Vegas, will customers see the same old stuff,
same old displays or will the innovators step out of the box with
innovative displays and products that will or may in the future
change our industry?
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