Archive for March, 2017

Selling Value Is Always Valuable

dan-3Looking at the title of this column, you might be saying to yourself, “Thank you, Captain Obvious,” but stop and think for a minute. What can you offer that goes way beyond the product itself? What can you offer that will get your customer thinking beyond price issues? What do you have to offer that will make your customer tremble with terror when his CPA suggests dumping you because your prices are 20% higher than anyone else’s? And what drives your customer to tell his CPA to forget it, because he considers your products, services, and—most importantly—your overall value to him to be so strong that he does not want to live without your company at any cost? That is true value, and that is why selling value is so important—not only to your customer, but to you as well.

Check out Tom Hopkins’ great book on customer service, The Art of Selling. Hopkins has coined the phrase “The 7 Cs of Customer service,” which he described in a blog post:

The first C stands for Concern. I think people want to know that you are more concerned with serving them, helping them, and that they are happy, and want a long term relationship with you than you are with making the sale and getting the check. They want to feel that concern and many people in sales don’t get the dollar signs out of their eyes. If a person feels you need the sale and they feel pressure to purchase a product they’re not ready to commit to, they will fight you because they want your concern.

The second C is Competence. People demand competence and they deserve it. Clients expect you to be an expert. They want you to know your trade and your profession. They want to be able to rely on your professionalism.

The third C is Courtesy. Great people in sales are very polite. They are concerned about their manners, and they are very concerned about their vocabularies. They don’t in any way insult a person’s values by saying anything that might offend them. Our society is constantly changing its expectations for business behavior. Sadly, those expectations are often lowered, but I believe the highest paid people in business are very polite, very courteous and watch their vocabularies so they don’t insult the values of the people they are speaking with.

The fourth C is Commitment. This is one I find lacking in the business today. People are not willing to commit and dedicate themselves to becoming the very best in their industries. As you read this, I hope you realize that the top professionals make a commitment—it’s called being willing to get out of balance for a period of time so that someday they can have complete balance. I believe in balance in our lives today, but I also believe that in building a business you have to be willing to spend some time out of balance. That means if you have a family, you need to sit down with the family and say, “We are going to commit 24 months of putting in more time and effort. And, if I do everything that I have to do as a professional, I can work less time with much more income for the family. This will come about only because we are willing to make this commitment.”

The fifth C is Composure. It’s important that we don’t allow ourselves to get upset and frustrated with this business. Realize that you are in the people business and have chosen the vehicle of your particular industry to serve the needs of others. In the people business you can get messed up if you don’t keep your composure.

The sixth C is Consistency. Every professional I have ever trained who has gone on to be one of the best is consistent. Those pros know exactly how many contacts they need to make each day. They know exactly the number of calls, exactly the number of people they are going to visit, which will result in so many products sold and they make that commitment to consistency.

The seventh C is Creativity. The people I meet who do the best are very creative. In other words, if they have a challenge, they overcome it by being creative. If something is wrong in their lives, they handle it by being creative. If you have a sale that is about to fall out or cancel, get creative. If it doesn’t go through, don’t get depressed—become more creative. Approach it with the attitude that you will take what you learn from this opportunity and develop your creativity.

By concentrating on your buyers’ needs and giving them the proper service they deserve, you’ll develop a career that will support you and your loved ones for a lifetime! (Copyright Tom Hopkins International Inc.)

This is fantastic stuff, man. And here is what we need to do. We need to follow Tom’s rules to a T and come up with some ideas of our own.

Here are a couple that I have personally used over the years:

  • If your company messes something up like a field reject, a quality issue, or a late delivery, and the customer is really upset, then get over there. Drop what you are doing and go visit that customer and talk to him face to face. It may provide him with nothing more than a live butt to kick or a live person to yell at, but it will be worth it in the long run. He will remember your courage and caring enough to come and see him live and in person. Yes, he will respect you in the morning.
  • Here is another one. Living in New England where it snows once in a while, I always made a point to get in my Jeep and visit customers during those storms. Man, did that impress them! They talked about that for years and established my reputation as a guy who would go to any lengths to service his customers.

And there are numerous stories of people going to great lengths, chartering a plane, driving all night, doing whatever they could to dramatically deliver product on time.

These stories not only exemplify great customer service, they also become a part of your reputation as an outstanding customer service company. And that is really what customer service is all about. It’s only common sense.


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The Incredible Exploding Email!

Hdan-6as this ever happened to you? You start off an email to a co-worker warning her about this customer of yours who is a real jerk and outlining a potential problem they are about to cause for no good reason but that he is a jerk who likes to push people around and if you had your say you would refuse to do business with him. Then you proceed to outline in detail the problem. Then the co-worker writes back agreeing with you about the jerk and telling you what you should do about it.

Then the problem you predicted does occur and you start working on it and for the next two days you work with your co-worker and some of the others in your office on the solution to the problem and how you are going to solve it. You spend time carefully crafting the perfect email response to your customer. You check and double check it and then when it’s absolutely perfect you send it to him.

And it explodes right in your face. The customer calls the president of your company screaming about how he is pulling his business and will never do business with your company again.

I bet you can guess what happened? That’s right you forgot all about the initial email exchange with your co-worker where you did your little “the customer is a jerk dance”, while she clapped along and yes it was at the end of the long string of emails you had worked on before you sent your customer the final perfect email. IDIOT!

Yes, emails can be exploding time bomb if you’re not careful so with a little help from Seth Godin in his book, Whatcha Gonna Do with That Duck? And other provocations, 2006-2012, Here is a list of what you should consider before sending out that next email.

Is it going to one person?
Is it is going to a group, have I thought about who is on my list?
Are they blind copied?
Did every person on the list really need to opt in? Not sort of but really asked for it?
So, that means that if I didn’t send it to them, they’d complain about not getting it?
See # 5. If they didn’t complain take them off!
Have I corresponded with this person before?
Really? Have the written back?
Am I angry? (If so, save it as a draft and come back to it in one hour)
Could this work better with a phone call?
Am I blind-CCing my boss? If so, what will happen if the recipient finds out?
Is there anything in this email that I don’t want the attorney general, the media, or my boss seeing? (If so, hit Delete.)
Is any portion of my email all caps? (If so, consider changing it.)
Do I have my contact info at the bottom? (If not, consider adding it.)
Have I included the line “Please save the planet. Don’t print this email”? (If so delete the line and consider a job as a forest ranger or flight attendant.
Could this email be shorter?
Either start a fresh email or make it a habit to clean up the previous correspondence below your latest signature.
Are there any 😊 or other emoticons involved? (If so, reconsider.)
Am I forwarding something about religion? (Mine or someone else’s? (if so delete.)
Did I hit Reply all? If so, am I glad I did? Does every person on the list need to see it?
Is there a long legal disclaimer at the bottom of my email? Why?
Does the subject line make it easy to understand what’s to come and likely to be filed properly?
And now that we have heard from Seth, a few of my own:

Are you in the middle of a hot email fight with someone? If so close the computer and pick up the phone, call the person and settle it. Or better yet walk the three feet to her cubicle and talk to her face to face,
If you are using abbreviations and other shortcuts, are you certain that anyone besides you knows what you’re talking about?
If you are sending photos make sure they are right side up, otherwise you’re not sending a photo, you’re sending a problem.
If you want to set up a meeting set it up in English or whatever language you speak, mention it in the email itself, don’t use a third party something or other that takes 5 minutes to open to see that the meeting is at 8 o’clock tomorrow morning.
Don’t use your email as a weapon. You know what I’m talking about, like trying to get someone to do something and copying her boss on the email for no good reason except to arm your email.
And yes, the big one, where it all started, make sure you know exactly who any email you send it going to…any email no matter how long or short it is, know who is going to see it.
Look, emailing is a great tool, but it is also a tool, like a band saw that needs to be handled carefully and with great respect. Please keep this in mind the next time you launch…er, I mean send that next email. It’s only common sense.

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Book Recommendation – Agile PR: Expert Messaging in a Hyper-Connected Always-on World

dan-7A book recommendation from Dan Beaulieu:

Agile PR: Expert Messaging in a Hyper-Connected Always-on World

By Marian Salman and the team at Havas PR

Copyright 2017Amacom

Price $29.95

Pages: 243 with Index

Connecting stories in the new age of Social Media

This is one strong book, especially to those of us who are just hanging one by our fingernails to that fast-moving bullet train of social media.

With the agility of a millennial but with the composure of seasoned professionals, Ms. Salman and her team at Havas PR take the reader on an educational tour of the world of social media, how it applies to our business today and to best use it for our own companies’ benefit.

Some of the more important useful tools that I found in this book:

  • Creating your company narrative and keep it going by stringing it throughout various social media outlets

  • Connecting with the right people. People who not only appreciate your products and services but who are so well social media connected that they will serve as your “apostles” spreading your good news to their networks.

  • How to message through social media in good times and especially in times of crises.

  • Controlling your story and your brand and amplifying it to the tight marketplace

  • Here is one of my favorites. By reading this book you will learn how to actually measure the impact of your social media.

  • How to set up and give the perfect TED talks

There is also a very informative chapter on the press release as a thing of the past and the new type of press release for today’s well-connected audience.

This book is exactly what is proposes to be which is public relations in a social media world

This is one of those books that you cannot be ignored but rather kept nearby as an invaluable guide to “messaging un a hyper-connected, always on world.”

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What Customers Really Want

dan-1When it comes to what customers really want there is one big secret. They think that they want our products or services. They think that they want us to deliver good products on time. They think that they want good quality. They think that they want a great price (or “great value” as they would rather put it). They think that they want this product when they want it. They think that if they can get these things from a vendor they will have everything they want, everything will be right with the world and yes, they will be happy.

To a certain extent they are correct, they do want all of these things and it is our job to give them these things. But in the end this is not what will make them happy and it is most certainly not what will delight them. No, the thing that will make them happy, the thing that will delight them, and the thing that will send them running down the street excitedly telling anyone who will listen how great your company is…the experience.

That’s right, the experience of doing business with you. Experience, that intangible that can make all of the difference between a good vendor and a great vendor, experience that certain “je ne sais quoi” (roughly translated: a quality that cannot be easily described) that makes Nordstrom, L.L. Bean, Disney and Apple the super great companies that they are when it comes to delighting their customers.

It is the delightful experience of doing business with your company that will motivate buyers to actually pay more just for well, for the delightful experience of doing business with your company, even if you are selling the very same product with the very same quality and delivery as the other guy. In the end it is always the experience of doing business with a company that wins out.

What is experience? What is this illusive intangible that we are talking about? Well that’s it exactly, experience is made up of all those intangibles that you do for your customers. It’s all those small but extremely important little things that you do that a customer does not even realize you are doing until he does not get them anymore. These are the things that are as they in the commercial, “priceless”. “The things that people cannot buy at any price, from anyone else, but that they really value.” To quote Seth Godin.

Here is a list of some intangibles as listed on one of Seth’s blogs from his new book,

Participation: Brainstorm with the customer about how you can work together to create the thing they need. Participation is priceless. After all if all you’re doing is meeting my spec, why exactly should you be rewarded?

Enthusiasm: You’d be amazed at how much people value enthusiasm. Genuine transparent enthusiasm about the project you’re working on.

Speed: Don’t forget speed. If you are overwhelming faster than the alternatives, what’s that worth? For some people more than you can imagine.”

Focus: Focus and personal service are invaluable.

Generosity: Generosity is remembered for a long time. People remember what you did for them when you didn’t have to do a thing, when you weren’t looking for new business, when it was expensive or costly for you to do it.

Peer Pressure: Peer pressure is another silent intangible. What will my friends think if I choose you? What if I don’t choose you? Is it fashionable to pay a lot? How hard are you working to establish a connection across your market so that choosing you is the right thing to do, regardless of the price?

Hope: Hope is probably the biggest. Do you offer hope for something really big in the future? Maybe it is just around the corner, but perhaps in the long run. What does it look and feel like? Are you drawing a vivid picture?”

And there is one more, and this is the one that I feel in our business, and maybe in all businesses for that matter is the most important intangible of all and that is how you handle things when you mess up. How you deal with the situation when you make an error. There is actually a huge opportunity to deliver a great customer experience especially in a business to business setting. If you examine the relationship you have with your very best customer I can guarantee that somewhere along the line you have a problem with that customer’s product and the way you handled that problem is what formulated the great relationship you have with that customer today. Great business relationships are often forged by the way the vendor handled a problem.

If you want to be a great company, if you want to be that company that your customers brag about, then just delivering good product on time is not nearly enough. You have to deal with these intangibles. You have to give your customers this great experience that they won’t want to live without out. You have to be priceless. It’s only common sense


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Catching up with…Coast to Coast Circuits CEO Walt Stender

Dan - Walt Stender

Coast to Coast is an independent American circuit board manufacturing company. Yes, the key word here is “independent.” After many mergers and acquisitions that have diminished the mil/aero PCB vendor base, there are only a handful of independent companies for our country’s defense and aerospace contractors to choose from.

Concerned about the demise of mil/aero fabricators, I set out to find a company that could meet the standards required by this important segment of the American market. I believe Coast to Coast Circuits is that company. So, I extended an invitation to CEO Walt Stender to sit down with me and talk about his company.

Dan Beaulieu: Walt, thanks for taking the time to talk with me today. I know you are a pretty busy guy these days.

Walt Stender: No problem. I love talking about Coast to Coast Circuits.

Beaulieu: Tell us about the company, its history, and a little background information.

Stender: The company was founded more than 40 years ago, in Rochester, New York. The California operation opened seven years later, in Huntington Beach. Both divisions filled a niche in quick-turn and prototype business, and they operated as independent companies until 1989, when they were incorporated under one privately owned company.

The company soon built an outstanding reputation for its ability to meet the challenges of leading-edge technology and provide a benchmark for quick turnaround and superb quality. To this day, our New York and California operations continue to support various industries spanning the globe, including defense, medical, semiconductor and down-hole exploration, among others.

Beaulieu: Can you tell me something about the company today?

Stender: Coast to Coast Circuits is a leading fabricator of printed circuit boards using a variety of standard and advanced materials. For example, we are also the leading manufacturer of LCP PCBs and we work closely with our customers to develop producible designs. We use leading-edge technology, state-of-the-art equipment, industry-leading quality systems, and an experienced workforce to produce your most challenging PCB designs cost-effectively. We have been proudly serving our valued customers in aerospace, defense, semiconductor, medical, instrumentation, wireless and specialty interconnect industries for more than four decades.

Beaulieu: And that’s what I want to focus on. There do not seem to be a lot of independent companies like yours left. TTM has picked up a number of your competitors, leaving major defense and aerospace contractors like Raytheon and BAE in kind of a lurch when it comes to having vendor options for their high-tech PCBs. What does that mean to you? I assume this is a good thing for a company like C3.

Stender: Yes, it is. We want those companies to realize that we are here to support them, not only today but in the future. We aim to provide a customized service level that the larger firms may not be able to provide while also focusing on competitive market pricing. Right now, we are investing millions of dollars in equipment and people to make sure that we can handle their needs going into the future. Our goal is to be there for those companies so that they can buy their boards right here in the USA.

Beaulieu: And are you also hiring?

Stender: Oh, yes. We are looking for key people in all positions, from process engineers, plating, and lamination to quality and sales reps. We are seeking people who want to use and create technology to solve our customer and industry-wide problems.

Beaulieu: That’s a very good thing. You know, in reading your literature, I saw that you are one of the few companies that can build boards with liquid crystal polymer.

Stender: In fact, we are the leading manufacturer of LCP multilayer boards right now. This has been a focus of the company for years. We have worked with just about all the top-tier companies utilizing this material. We have helped them at all stages, from development to production.

Beaulieu: And while speaking of technology, do you also build flex and rigid-flex boards as well?

Stender: We do both flex and rigid-flex and have been doing both for many years. We not only use the normal materials such as Kapton, but also LCP and other high-performance materials as well. The niches that require high-performance materials are a major focus of our organization, and we have been very successful with these technologies. We build single- and double-sided flex as well as multilayer. We feel that the flex market is one of those markets that will be expanding in the future with many more end-product needs, so we are making sure that we remain on the cutting edge of this technology, especially as space becomes more limited in all designs. Obviously, HDI and microvia boards are also coming into their own in terms of being incorporated into new designs.

Beaulieu: I would say that C3 is certainly an industry leader when it comes to technology.

Stender: For a business our size, absolutely. And we are striving to retain that position as well. We believe that we as a company and the industry as a whole, have to take full advantage of all the technologies out there today. It is obvious that products are being developed today that need cutting edge PCB technology and we are making it our mission to be one of those companies who provide it. We are striving to constantly improve and better utilize technology in all phases of manufacturing including sales and support as we grow. We are always working to exploit technology to make us better.

Beaulieu: Now let’s talk about quality. I assume you have all the proper qualifications.

Stender: Yes, of course we do. We are AS9100, ISO9001, Mil-PRF-55110/MIL-PRF-50884/MIL-PRF-31032. In addition, we are also NADCAP accredited which is a prestigious accreditation in this industry and is very important to our customers. We also participate in Lean and Six Sigma and other best practices from outside of this industry.

Beaulieu: What makes C3 better than other companies and what makes you outstanding?

Stender: Glad you asked. I don’t think I have ever worked for a company that has changed so much in such a short time to become a better supplier. In this next quarter we will add some leading edge plating technology as one of the last legs in our multi-million dollar capital refresh program. We feel very strongly that we have to be there for our customers from concept to reality. We are not only their board vendor, we are their partner and their expert consultant. If we are involved up front at the concept stage the road to success for our customer is both smoother and shorter. We have their back, whatever they need. Most of the OEMs we deal with used to have their own PCB facilities and now they don’t. This creates a dilemma; where are they going to go to test out new PCB products, where are they going to go to work on some R&D for the future? This is where we come in. This is a need that we strive to meet. We want to be our customers’ board shop.

Beaulieu: Can you tell me about the new plating process you have developed and installed?

Stender: We are implementing the state-of-the-art closed loop automated  pulse and DC plating system, as well as moving to insoluble anodes with the goal of drastically increasing plating uniformity. The insoluble anodes also mitigate the risk of copper metallic nodules therefore improving the overall quality of our plating process. This was identified as another opportunity to re-invest into the company and to improve the overall quality of products that we deliver to our customers.

Beaulieu: I know you are constantly investing in the company. Please give us the details.

Stender: Yes, this is something we are very proud of. Our focus is on automation and closed-loop systems. We have purchased new rectification systems, software tools to enable rapid expansion of knowledgeware, automated lamination systems/presses, and the current generation of LDI, AOI, test equipment, XRF, impedance testers, pinless lamination, planarization equipment, inkjet printers, robotic masking machines, as well as some other equipment all focused on production automation. In terms of the facilities, our upgrades include HVAC, more controlled environments, improvements to water systems. And finally, we are about to completely redo 100% of our wet processing area in Q1 of 2017.

Beaulieu: I know that you have worked on some exciting programs. Can you share some of those with me?

Stender: Certainly. This is something we are very proud of. We have worked on a number of mission-critical products including the F-35 Stealth fighter, the SM-6 defense missile interceptor, the B-52H bomber, and the PAC-3 missile interceptor, as well as the International Space Station. We are also working on exciting semiconductor projects using LCP. And the oil and gas markets continue to require extreme reliability, coupled with some major advances in performance that must work perfectly in an environment that is beyond extreme.

Beaulieu: How do you see the market today?

Stender: I am nervous about a couple of segments in this market. It seems that many defense programs are being pushed out more than expected; this is a very important market segment. I also believed that the merger of two large firms would create many new opportunities to bid on longer-term production programs. But we have yet to see these types of opportunities. Oil and gas is still a fraction of what it was a couple years ago; however, we are starting to see more development projects.

We believe the Internet of Things and automotive radar/sensors may give us some additional development opportunities. As I said earlier, we are in the business of being our customers’ partners from concept to reality. Which means that those companies that are building what I call products of the future—from products that are making the world safer and healthier to space exploration companies and medical companies—are all using cutting-edge and even bleeding-edge PCB technologies. And this is where C3 comes in. From our metal-backed and RF products, to our LCP products and our flex and rigid-flex products, we have positioned ourselves to be right there at the front edge of today’s highest printed circuit board technology. Our mission is to always be at the head of the pack of independent, easy-to-work-with PCB fabrication companies.

Beaulieu: Walt, thanks for talking with me today.

Stender: My pleasure.

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5 Things We Should Be Doing And Aren’t

dan-3Dare to be great

We are all so busy running our businesses that we seldom have time to do what really needs to be done to move our businesses forward, to take them from “good to great” to use that old but true cliché.

I know that all of my friends who own board shops are always so occupied keeping their heads above water that they seldom have time to do the things that would make their companies thrive, the things that could put them head and shoulders over the competition.

Look, I know we are all busy, I know that running a board shop or any business for that matter is much more difficult today than it has ever been, but please take the time to not only read these five things we should be doing them but try to make it a point to spend some designated time doing them. And if you do that, if you make it a regular practice to spend time working on these five things you will in the end become the outstanding company you truly deserve to be.

  1. Be an entrepreneur, spend time thinking about how you can change your company to better serve your customers. If you are a bare board shop then add design services, if you are a contract manufacturer add bare board services and offer the entire package. Just think how powerful it would be if you could take a project from schematic to assembly in one event, just think how much more powerful it would be if you could do it in less than a week! Think about that and figure out how to get it done. But that’s only one idea, there are many more out there. Spend some time thinking this way, explore the possibilities, and learn to say “yes” to them.
  2. Super customer service. I don’t just mean the normal reactive customer service that we all practice. I mean setting aside some time every single week to sit with your team and brain storm looking for ways to service your customers better than they have ever been serviced before, better than you ever have and better than your competition ever has. Be the LL Bean of the industry.
  3. Sparking your sales team. I mean really get them excited. Lately sales people have been the whipping boys of our industry. They are often the ones being blamed for lack of business. Let me ask you what is the point of that? You want your sales people out there feeling like super men and super women, you want them feeling invincible. Come up with ways to get the very best you can from them. Remember that a great manager is one who leads his team to greatness.
  4. Spend time with your insides sales/customer service people. These people are the face of your company. In the end, they are the final force determining what your customers think of your company. Spend time with them. Work with them to find ways to help them be the best they can be because in the end, your company is only as good as your customer service people. Find ways to get them excited about coming to work every day. Empower them, give them some financial parameters to use to satisfy your customers. Help them to be the customer service giants that you want them to be. Hell, make them want to be the customer service giants that you want them to be.
  5. Look to the future. That’s right, lift your head up, get your nose away from that grindstone long enough to take a cold clear look towards the future. Do all that you can to define the future and most importantly your place in that future. As the old saying goes if “you don’t determine your future someone else will”. Study the future, read everything you can from the trendsetters, listen to your customers and you sales people let them help you put an educated and informed ear to the ground to determine to the best of your ability what the future will be like. The develop your company’s strategy that will best take advantage of that future. Yes, it’s a great time to start thinking about tomorrow.

And one more thing, remember under promise and over deliver, and that is innovate, lead your people to think like innovators. Hold regular sessions where you study everything you do and work on making it better. Look at the way everyone in your industry does things and strive to do it better. I guarantee that if you and your team spend just one hour a week working on how you can do things better, you will in the end do things better.

I know there are only so many hours in the work day. And I know that we are all busy. But spending time doing these six things with the right attitude and dedication will take your company a long way up that road to perfection. It’s only common sense.

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Book Recommendation – The Sales Manager’s Guide to Greatness: 10 Essential Strategies for Leading Your Team to the Top

dan-6A book recommendation from Dan Beaulieu:

The Sales Manager’s Guide to Greatness: 10 Essential Strategies for Leading Your Team to the Top

By Kevin Davis

Greenleaf Book Group

Copyright: March 28, 2017

Price 24.95

Pages: 216 pages

This is another great book from Kevin Davis, one of my favorite business authors.

I have read Mr. Davis’ previous books and enjoyed them all, especially Slow Down and Sell Faster. But I have to say that this one is his best to date and I’ll tell you why. This is the one book that completely covers every facet of Sales Management. As Mr. Davis write Sales managers spend less than 10% of their time coaching their sales team. Instead they are spending their days doing anything but coaching. Think about it you sales managers out there. I dare you to keep a log listing the things you do every day and I can guarantee that you are going to prove Mr. Davis right. From checking your email to playing manager with the rest of the management team to checking on your numbers you are spending little to know time helping your sales people become great sales people and that’s why need this book.

Here is just a list of what the author covers:

  • Becoming a leader

  • Take control of your time

  • Accountability/ how to make your sales people truly accountable

  • Developmental coaching

  • Motivating the demotivated

  • Who to coach to you spend more time with the hero or the zero and why

  • Why scripts are important and how to use them effectively

  • The ride along, how to do it and how to get the most out of it.

  • Sales focused on buying rather than selling. In other words, take the buyer through the buying process which will help him make the right decision rather than just trying to sell him.

Are you getting this yet? Do you understand why this book is so important? Not yet? Well here is one more reason this is a great book and it’s called PCST or PC-Solution-T and it is a very effective method of hands on coaching. The three steps of this process are:

  • Problem: define the problem

  • Cause: Why is it happening?

  • Solution to propose: How can the problem be solved?

Then there are tips for getting the most from using the PCST method.

All common sense…all logical.

Look, I don’t know Kevin Davis at all. He is not the reason I am so high on this book. I’m high on this book because I have been in sales management for over 40 years. I have been in the business of managing and advising sales managers for 20 years and in all that time if have never read any book that does such a good job of stressing the importance of spending time coaching sales people and then exemplifying n clear and understandable terms how to do it. That’s why I am hot on this book.

The book is available for pre-order on Amazon right now for delivery on March 28th. If you are serious about being the best sales manager you can be make sure you order it right now and check your mailbox at the end of the month. It will be worth it.

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