Sales reps who want to improve should work on a slew of seemingly small things that add up to one crucial thing: Creating a strong, profitable, long-lasting relationship with the customer. That’s the overall recommendation that six LBM veterans made Aug. 24 in Orlando, Fla., during a session at the Florida Building Material Association’s annual convention.
The five panelists plus moderator totaled 216 years of experience in construction supply: Al Bavry, founder and owner of Kimal Lumber (58 years); Ed Baker, a regional sales manager for Weyerhaeuser (39 years); Lewis Duke, general manager at Ro-Mac Lumber (29 years); Lance Hill, sales manager at Manning Building Supply (26 years); Millicent Davis, territory manager for Huttig (19 years); and moderator Dan Driggers, now retired after 45 years in sales, finishing at Huttig.
Here are several takeaways from the event:
If You Aren’t First, You’re Last
“I’ve never received a second-pace trophy for sales,” said Duke, who maintains a friendly rivalry with Weyerhaeuser’s two other regional managers in Florida. “ A lot of people don’t like to keep score. I like to keep score, because I don’t like losing.”
Driggers referred to finishing in second place as being the “first loser,” but Baker said that not winning isn’t the same as totally failing. “I don’t necessarily agree with [the idea that] ‘If you’re not first, you’re last,’” he said. I might have an opportunity to present a program to Don Magruder [CEO of Florida’s Ro-Mac Lumber]. Maybe we might not get to be the first vendor, but rather be the second vendor. Did we lose? No. We got an opportunity to show how we could serve him. ... Every day, we have a rifle shot at getting some business. You might not get it all, but an opportunity can open up.”
Every Moment and Detail Matters
Multiple times every day, Baker said, a sales rep gets a chance to get—or lose—a customer. Duke agreed, urging attendees to pay attention to customer personalities.
“Recognize how the person you’re talking to wants to be sold,” including cases in which you’re a vendor and the customer is a dealer who might buy from you, he said.. “It makes that partnership for me. I’ve got a busy life at work. The more my vendors can help me, the less work I have to do on that and the more time I can spend with my customers.”
To Be a Seller Is to Be a Partner
“So often, we overcomplicate things,” Hill said., “If you’re dealing with a customer, they just want you to help them. We become friends over time. If you can build relationships over time, you’re going to be first [choice].”
But friendship isn’t enough, the panelist stressed. A great sales rep helps solve the customer’s problems, and stays focused on the customer’s needs and wants rather than spending time at meetings “showing your own home movies,” as Baker put it.
Keep Your Promises
“Credibility and trust are the foundation of any relationship,” Davis declared. “... To me, the bottom line is to do what you say you’re going to do.”
It’s a Two-Way Street
Salespeople are encouraged to seek the biggest sale and highest profit, but Baker cautioned this can get in the way of building a long-term relationship. For instance, consider a cases in which you know product prices are rising and thus you could wring more dollars from a future sale than from a present one.
“If you build credibility and it takes time to build it, are you willing to give up margin dollars?” Baker asked. He says the answer is Yes. “You may have to give up margin dollars with a handful of customers who fill your trucks.”Bavry recalled how one of his long-time customers—and toughest negotiators—got caught in the housing crash and suddenly ended up owing Kimal $500,000. He promised to pay, but at a moment like that, “your life flashes in front of your eyes,” he said. For the next 10 months, Kimal’s board members were certain he wouldn’t pay. But the builder did—with interest.
Bavry recalled how one of his long-time customers—and toughest negotiators—got caught in the housing crash and suddenly ended up owing Kimal $500,000. He promised to pay, but at a moment like that, “your life flashes in front of your eyes,” he said. For the next 10 months, Kimal’s board members were certain he wouldn’t pay. But the builder did—with interest.
