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By Sid Chadwick, Chadwick Consulting, Inc. – 01/23/2025 Published in  American Printer  :     “Sid reviews how many organizations only realize they have a new account when an order comes in. Their reps often pursue prospects without a detailed preview, wasting time and resources by not evaluating the prospects. What are your Reps costing the organization each week?”     “If you are not willing to risk the unusual, you will have to settle for the ordinary” …………Jim Rohn   INTRODUCTION :   Management of your Business Development Team’s time….is starting to go through a revolution of thinking . “Training” is being recognized as a constant…. Training and use of Research Resources…is starting to be expected…and…How a Rep uses their time, and what they have to show as a result… is no longer…. Unknown. For example,  Inside Sales Reps … and  Outside Sales Reps … too often have….  Nothing in Writing … to guide: 1.     What is the profile of Prospects… they  should  pursue developing…? 2.     What is the profile of Prospects… they  should not  pursue…? Buyers like to work with suppliers who specialize in serving organizations like their (a) employer, or (b) who specialize in products & services like what the Buyer’s employer probably uses… or would like to use ….! For example : 1.     If your organization employs contract or full-time proofreaders (yes…a few organizations do), there are organizations that focus on perfection (e.g., medical), or who have important communications that should have no proofreading errors. Clearly, offering such a service opens new doors to important organizations and projects. (I could tell you some amazing stories…!)   2.     Does your organization specialize in great Customer Service…? When your buyer says, “I want a supplier with  great ,   not, sometimes great  , Customer Service,” Do you ask for examples – to understand what specifically that Buyer really wants? 3.     Does your organization specialize in “Quick, Emergency Turnaround?” – as illustrated by 2nd shift and weekend Customer Service and Prepress? 4.     Does your organization specialize in delivering promised deliveries? What’s your “On-time Delivery Record” for the last 6 months to a year…? 5.     Does your organization specialize in Advertising Specialties, notifying customers of “What’s New this Season!”…and finding reliable domestic suppliers, who are cost-effective….? 6.     Does your organization specialize in Storage & Fulfillment, such that Prospects pursuing acquisitions are natural targets for supporting their strategic ambitions…? An example of Prospects to avoid … tend to be organizations who: (a) are not growing, (b) have no clear objectives and goals for this or next year (that allow you to pursue supporting their ambitions), and (c) whose senior management has no succession plan – other than to manage their steady downsizing. Such organizations tend to be constant - “low-price wins” buyers.   SUMMARY :  Too many organizations only know they might have a new account… when their Rep brings in an order. Generally speaking, who the Rep was pursuing was not known, or reviewed in detail, with needed frequency. Prior to that order from a new Prospect, the Rep, needing to pay his/her bills, pursues Prospects they believe they can sell. They’ve invested costly time, mileage, Estimators’ time, and the future profitability of the organization – to seek a new account – that too often is “not a good fit.” Which is a bit backwards. Prospects should be evaluated from available information sources…before serious investments to get to know the prospect - have occurred. Experienced management should be involved in that process. So I ask, “Are the Profiles of who to pursue, and who to avoid –  in writing  – and reviewed and updated about every 6 months - for your Inside and Outside Reps…? What are your Reps costing the organization, each week? Given that your future is being determined by what they do now, they’re costing you much more than what you pay them…!   “Time is the most valuable thing that we have, because it is the most irrevocable.” …………Dietrich Bonhoeffer

By Sid Chadwick, Chadwick Consulting, Inc. – 01/09/2025 Published in  American Printer  :    “With head-count cuts and squeezed margins, buyers are pressed for time and results. Sid reviews promoting talented, ambitious CSRs to Inside Sales roles, avoiding road hassles and leveraging their social skills. This strategy can transform your team and boost your business development.” “If you want to achieve greatness, stop asking for permission.”......Anonymous INTRODUCTION :   Buyers need information – when they need it. (Pressures they are under for improved results – are relentless.)  Buyers want “useful information” – that doesn’t waste their time. Buyers generally don’t have time to burn with Sales Reps’ chit-chat visits, as their employers continue to slowly cut head-count, especially re. senior positions whose experience is impossible to replace, but whose pay levels may be hard to justify, when revenues and margins are being squeezed. We’ve had recent requests to develop a Curriculum for an Inside Sales Rep/CSR Education & Training Program . Over the last few years, we’ve encouraged several clients to offer that position to their most talented (especially re. social skills) and ambitious – CSR’s – who did NOT want to be on the road every day, fighting traffic, and away from the safety and support of their management team, and peers. Interestingly, unlike new Sales Reps, we have experienced no failures – from those few who seized those initiatives .     Please note :  Not all CSR’s will want to move to an Inside Sales Rep/CSR position, and all that it requires – in spite of the possibilities of better pay. Not all CSR’s are “geared” to deal with lots of delayed gratification, and a good bit of initial rejection. And not all internal management are prepared to provide the guidance, patience, and support, such a new position requires.  But the management teams that experienced success – realized they were probably looking at a major change in their Business Development Team – including more talented women, better organization skills, and an expectation for ongoing (even relentless) education and training.   SUMMARY :  Our Inside Sales Rep/CSR Curriculum runs for almost 5 months, one session a week, for 1.5 hours, with : Homework reading and study assignments – between classes. More than one student from a company is allowed. Curriculum available to be reviewed in advance – by prospective participating organizations. Class size limited to no more than seven students. Pop Quizzes – to test assignments being completed, and comprehension. Open Book Mid-Term & Final Exams – to test comprehension. New Account development and Improved Quote assignments – throughout the 5 months. All sessions conducted on Zoom. All sessions recorded, archived, and then sent to both student and student’s supervisor, for additional future review, organizationally. (Priceless.)   In the face of a faster moving business environment, what are your plans for improved Business Development – for 2025… ? “Time is the most valuable thing that we have, because it is the most irrevocable.” .......Dietrich Bonhoeffer

By Sid Chadwick, Chadwick Consulting, Inc. – 12/19/2024 Published in  American Printer  :     Customer contact personnel are increasingly supported by web-to-print digital systems that remove day-to-day interactions with customers. What has not been valued is the decreasing contact between customers and customer contact personnel, leading to decreasing opportunities of understanding what the supplier can do for the customer organization. In valuing time, we seem to neglect how our resources can improve customer business performance. When we gain time, what did we exchange and use that time for? This article hopefully leaves with you with something to ponder regarding value and time in the future. “The ultimate test of a moral society… is the kind of world it leaves to its children.” …………………………………….Dietrich Bonhoeffer INTRODUCTION :   We generally produce unbelievable, dramatic Customer Survey results  for our clients, not because their Reps and CSR’s do a poor job of communicating….but because: There is little to no supporting, frequent Self-Promotion by the supplier,  reminding customers of their capabilities. There’s been little to no supporting collatera1 to leave with/send to their customers. Their customers only… know what they buy…not what they don’t buy – from each  supplier…! As difficult as this may be to grasp, it’s fairly easy for us to uncover well over $500,000 of annual repeat business from current customers – that our client is not receiving… from those current customers . (Note: Our Survey response rates average about 35%, which the few consultants who have seen our work, don’t know how we make that happen.) Then we have the development and growth of “Web-to-print” – all in the name of “Improved Workflow, Fewer Touches, and Lower Costs…!”     When a change in key contact personnel occurs at a major customer, the current supplier may be the last to know – for lack of personal contact . However , your competitor’s Rep or “Inside Sales CSR,” who IS making their visits and appointments, does know the new personnel, gives that new key person lots of helpful information…and, well…..we know where that leads. All in the name of improved efficiencies, but decreasing personal contact…...!   SUMMARY :  Several years ago, we started adding the question to our client Customer Surveys:  “ Would you be interested in discussing consolidating suppliers through a Multi-year Agreement, in order to improve costs, improve consistency of quality, and improve productivity of your personnel? ” Every Survey – with that question - generated over 15 positive customer survey responses. And….we have one client today – with over 40% of their revenues in “ Multi-year Agreements .” As a result , (a) their revenues month-to-month are more predictable, (b) their labor costs are much improved, (c) overtime is radically reduced, and (d) their profitability is improved – every quarter. Ahhhhh.…the power of a well-designed Customer Survey, in the hands of an experienced Research Firm. How vulnerable are you to… a smarter competitor….or at least… a competitor with a smart Research Firm…? “Time is the most valuable thing that we have, because it is the most irrevocable.” …………..Dietrich Bonhoeffer

By Sid Chadwick, Chadwick Consulting, Inc. – 12/05/2024 Published in  American Printer  :    “Years ago, I managed thirty District Managers and Reps. I handwrote personalized letters each Christmas to show my appreciation for them. This built strong relationships and contributed to our annual revenue growth. This holiday season, write personal notes to your team and key suppliers. Handwritten notes are cherished because they are rare.” “…While traveling from Galilee to Jerusalem, Jesus healed ten lepers…Only one of those who were healed returned to give thanks…” … Luke 17:11–19.   INTRODUCTION:   What feels like a previous life, I had almost thirty District Managers and Reps reporting directly to me. About half, I had hired – and were located 500 to 1,500 miles away from our plant, such that most of them I met with personally – only once a year.    Every Friday , we had a one-on-one review of their week, what went well, what they needed re. support from the main plant and office, and how their district was performing relative to the previous year – and this year’s budget.   Their responsibilities, were significant. They averaged 6 to 15 key personnel – reporting directly to each of them.   Communications were critical , and I believed – needed to be frequent and substantive. We were growing our company’s revenues – over $4 to $5 million a year (and pretax exceeded 20%).   At Christmas each year, I hand-wrote each of them a personalized Christmas letter …. that was assured through our distribution system to arrive before their Christmas break.   Each letter contained :  My sincere personal appreciation for their best efforts the previous 12 months. The company’s sense of dependence and trust re. their responsibly attending to 100’s and 100’s of issues the previous 12 months. My wishes for them and their family to have a meaningful time for rest and reflection. My request for them to attend to their subordinates and major customers – to also have a terrific Holiday period.   SUMMARY : The levels of trust and mutual respect between them and me, representing the owners of the company – was a deep responsibility and honor, to me.   With this Holiday Season, I encourage you to – write a personal note of sincere appreciation and thanks  – to everyone reporting to you – including your key suppliers.   We too seldom know the personal needs of those we depend on.   Written notes tend to be kept….. They are that rare .   “Be at war with your vices, at peace with your neighbors, and let every new year find you a better man…” …..Benjamin Franklin     PS: From 1973 until 1984, we grew that company’s revenues from less than $9 million to over $67 million (and never had to borrow money or make an acquisition – all  organic growth.) Constant high-level, candid communications, and a fierce work ethic, were cornerstones.

By Sid Chadwick, Chadwick Consulting, Inc. – 11/21/2024 Published in  American Printer :   “Sid discusses how retaining top talent and multi-year customer agreements boost profitability and stability. He reviews the benefits…..”  “Man proposes: God disposes.” ………………Thomas a Kempis   INTRODUCTION:   My observation has been that whenever Michael Jordan stepped onto the court of a game, players from  both  teams – played better. Leadership  is not the ability to control, but rather –  the ability to influence . I’m starting to see more thoughtful articles in our great industry’s publications – focused on : Creating a work environment – designed to  retain valued employees, long-term . Such an objective – and result – create a competitive advantage, that competition without such objectives,  can not match . Creating multi-year  Customer Agreements  – with  6-Month Rigorous Reviews , that improve the  Profitability  – and  Value  – of   both  organizations. Long-term conservative retirement plans are being developed, increasing a company’s work-force and leadership stability. Development of a  Senior Management Team  – with rigorous  Monthly and Quarterly Performance Reviews  – that support the owner/president’s move to the CEO position – for personal time away from the company – that’s needed, deserved….and…. requested by the developing Senior Management Team.   Primary benefits of these trends - are multiple : Preservation of an organization’s culture, value, and service to customers, employees and suppliers. The company becomes more stable, more valuable – long-term, to its constituencies. Stability and reliability of improving supply – to customers – and suppliers. Escaping the predatory fleecing of ownership by Private Equity, where two-to-three years after the ink has dried, valuable employees are gone, valuable customers have found new suppliers – where they are again valued, and the respected name of an organization that used to be – is not to be found.   SUMMARY : Mark Hahn, in a recent  Target Report, observed that for the 1st time in well over a decade, his organization’s analysis recorded more firms from outside our industry investing in acquisitions in our great industry – than were occurring from  within  our great industry –  representing a definitive inflexion point – toward a more stable future . In our CEO Peer Group, we believe we see dramatic changes evolving : Younger senior management teams are appearing – and taking-on dramatic new risks. Experienced, seasoned senior managers are being hired as replacement presidents, by the owner, who loves his company, wants more personal time, and is extending both health and his/her legacy. Owners privately planning for a Private Equity transaction – are having private second thoughts. Current presidents are privately recognizing….there isn’t anything they want to be connected to outside their company – long-term, which has a profound effect on their thinking, their decisions, and how they might have a long, healthy life. “You only live once – but if you work it right, once is enough.” ….Joe E. Lewis

Self-promotion does not need to be expensive. Here are a series of low-cost options - all proven winners - that when implemented with consistency and care, can provide a steady, long-term stream of new business. Every 90-120 days, send your major customers (and almost major customers) the updated list of their electronic files you have archived . (Expect to start receiving more work, not based on price.) Customers need to know where their projects’ electronic files are archived. (Outside contractors like agencies and designers have too much personnel turnover, who take their computers and files with them.) Knowing that you are organizing and archiving a customer’s projects – tends to cause them to send you more of their projects. If you have meaningful storage facilities not being utilized , make frequent offers to free-up expensive storage space for major customers. As they send you materials to store and ship, you receive revenues not previously received. Also, as you store their (print) materials from your competitors, you should pursue  receiving that work, also (saving time, and shipping costs.) Most organizations with unused storage space don’t recognize it’s value for major prospects – especially prospects who are buying other companies, reducing inventories, and reducing inventory and storage locations.   “ Drip New Account Program ” – Blast emails, mid-week, twice a month, to 100’s of prospects and accounts with significant potential. After 90 days, you should be receiving multiple inquiries – each month. Make sure those inquiries are handled professionally, and with care.  Create opportunities for follow-up. Practice how to ask questions, that lead to more opportunities.   Offer to conduct an audit of a target prospect’s mailing list , at no charge, promising to save money on multiple levels (printing, processing, mailing, etc.), and increase their response rates. Duplicates can only be ferreted-out by personal examination. And when Direct Mail recipients receive multiple requests from the same mailing, those recipients tend to discard those requests, as the non-profit appears to have “money to burn.”   Hand-out Press-Check and Plant Tour Surveys . (Our clients should have Master Survey copies to personalize, with pre-stamped and pre-addressed return envelopes, handed-out as the customer is about to leave.) You’ll learn a great deal, create opportunities to make your company more customer friendly, and your customer/Prospect will be impressed – probably their 1st written Survey ever for that purpose.   Offer Multi-year Agreements . Multi-year Agreements add significantly to the value of your company, such as providing a more predictable revenue stream. They also save lots of time – for you and  your customer. Some organizations find their annual and semi-annual reviews of these agreements to be noticeable opportunities to improve profitability through improved planning. Buyer Education Program titled : “ What You Should Expect From Your Print Supplier. ” Practically no one is offering this today. Buyers generally don’t know what they should expect. (You and your program will never be forgotten, and your Buyer’s supervisor will also be grateful.) Create a Catalog of your Die-Cutting Designs . A Die-Cut Catalog of your die-boards makes it easy for agencies, designers, and marketing departments – to buy. (Your Catalog also serves as a stimulating source of creative ideas.) Your Catalog should be updated annually, as your volume steadily increases from new requests. (At agencies, make sure each designer gets a personal copy.)     Develop Professional Bios of your Management Team – for Major Quotes … and RFQ’s ! Your organization has a treasure of key personnel, with multiple certificates and training experiences. Buyers, on seeing this multi-page list of credits, will take another look at your proposal. You’ve given them reason to start using your organization, or using you more. Document all company improvements in the Last year or two - for Major Quotes…and RFQ’s ! Buyers like to buy from progressive suppliers. And most commercial print organizations are making improvements – every week. Imagine their reaction to your entry: “ Our Top 75 Improvements in the Last 18 Months ”   Schedule one major Periodic Business Review (a.k.a. PBR)  – each month . A written Report of discussion accomplishments, commitments made, and next PBR scheduled - should be issued. (Most organizations skip this last step, which is an expensive omission.)   Hand-written “Thank You” and “Congratulations” Notes . If you have 5 Sales Reps, and 5 CSR’s, that’s 10 hand-written Thank You Notes - each week. (That discipline can create a wave of Goodwill in a community, no competitor can match.) Bimonthly Printed (not emailed) Newsletter . Printed documents tend to be read (eventually), kept in a notebook, reproduced, and “Passed through the Management Team.” You have access to information many of your Buyers and Buyer Management Teams want and need to know. Examples include: (1) future predictions for paper and (2) postage pricing, (3) new postage and/or packaging regulations, (4) improvements         in ink-jet technology, (5) new studies on cost-effective changes in catalog designs (e.g., use of QR codes) and frequency for creating retail sales improvements, (6) opportunities re. targeted short-run publications, (7) federal changes in personnel laws, (8) accomplishments, certificates earned by key employees, (9) new company certificates, capabilities and equipment (including customer benefits), (10) professional backgrounds of key employees, (11) new services, products and capabilities, (12) how customers are using targeted capabilities from your company to grow their performance (offer one in each issue).

By Sid Chadwick, Chadwick Consulting, Inc. – 11/07/2024 Published in  American Printer  :    “In Sid's article, he discusses how effective leadership requires vision and agility. He offers strategies to prevent neglect and preserve…” “The reward of a general is not a bigger tent – but command.”  ……..Oliver Wendell Holmes, Jr. INTRODUCTION:   Effective Leadership….. requires a long term vision – with alert, fast footwork. With frequency, we’ve watched senior owners turn their life’s work, sometimes more than one generation of life’s work, over to another owner – outside our industry. Months later, you too often can dare to visit, and pick-up the scraps that reflect….neglect (i.e., lost key personnel, lost revenues and customers, and lost reputation). Our CEO Peer Group has developed Options : 1.     Development of owners’ family members  (sons  and  daughters) – early – for developing and testing their ability to run the company. Addressed early, with advice & counsel (and projects) from Peer Group Members, young family Members can experience more objective and honest personal development, e.g., from projects similar to Internships. (Indigenous Native American Tribes were known to exchange sons.) 2.     Hiring of outside, ambitious talent, with and without experience in our great industry. For example,  tested, proven top sales talent, from another industry, with patience and grit, is often transferable to an organization that’s on the deadly edge of becoming “comfortable .” 3.     Development of current senior management – to hold and guide the reins , can unleash restrained, frustrated energy in a management team – that’s “ready” for new and challenging direction and assignments. (Why wait for them to leave, one at a time, to recognize the opportunity that’s slipping away?) 4.     Two weeks ago, one of our Peer Group Members followed-through on a recent announcement –  to hire a replacement President ,  and move himself into the CEO slot …..He had just officially hired his new President, experienced and vetted – from within our industry. Previous multiple discussions with potential buyers had left him asking, “ Do I really want to let someone else take over what I spent 30+ years nurturing….?” (He very much looks forward to some personal time – much deserved.) SUMMARY : At this time, in our CEO Peer Group, to preserve value, and continue developing value :  a.    Four Members have sons – learning to guide the reins. (One of those Members is hopeful of bringing-in a second, talented generation, graduating this year in IT…!) b.    One Member has brought-in a new President, and made himself CEO. c.     Two Members are reexamining their previous plans to sell to Private Equity – recognizing how much they love this great industry, and that there are great options to working – part-time – as the owner, long-term. d.    And one prospective Member sold his shares in a Private Equity company he’d run as a Managing Partner for a decade, and bought himself a long-term owner position in a label and packaging company. (His experience and counsel – are priceless.) “The reward of a general is not a bigger tent – but command.”  ……..Oliver Wendell Holmes, Jr. #CEOs #Owners

By Sid Chadwick, Chadwick Consulting, Inc. – 10/17/2024 Published in  American Printer  :    “In this article, Sid discusses how some print industry owners regret selling to Private Equity firms, finding the returns unsatisfactory for their decades of hard work and dedication. In his CEO Peer Group, young managers are groomed to take the reins of their company slowly. Developing your next Senior Management Team is a win-win-win!” “…all great journeys begin with one step…" ….Patrice Courson INTRODUCTION:   Too many owners in our great industry are selling their companies to Private Equity – only to experience that they personally do NOT care to play golf every day, of every week, of every month, etc.  (Yes, Mary is waiting for you to paint the back bedroom…!) And selling to a Private Equity firm is not terribly satisfying, for what pittance you receive for your decades of work and worry. (What started out in initial discussions as a great price – was whittled down, and then whittled down again, and again - to an embarrassingly much smaller number, with no real valuation given for – YOU…!) In our CEO Peer Group, young managers (not all are family members) are being groomed – under the tutelage of the President – including attending our Meetings and Training Sessions – to slowly take the reins of the company while sustaining the culture and learning the values and histories – of precious customers, suppliers,  and personnel – well worth learning – and acknowledging….! Such a process can start – now.  It always helps to listen to four-to-five other owners and developing managers – to hear how their processes – are moving forward, while ensuring their organization’s future. Developing your next Senior Management Team – is a Win, Win, Win scenario.   SUMMARY : Valued employees win  – now they know their company, their jobs – are to be sustained, and not neglected by Private Equity – or torn apart and sold-off in pieces, and Equipment Brokers. Valued customers win  – they no longer have to quickly find a supplier they have to train – and become important to – again. Valued owners win  – as their years of patience, commitment, and vision – are sustained – and valued - for the ownership family, and their owner…! In our CEO Peer Group, you are not asked to go it alone, or to back-door a Private Equity sale. There are better options – waiting…! “The number one reason people fail in life is because they listen to their friends, family, and neighbors.” ……Napoleon Hill

By: Sid Chadwick October 7, 2024 In post-graduate school studies on the West Coast, I learned – “ the power of improving performance - through sharing useful information - in Group Discussions ” – and then brought those principles to: (a) Business Development Education & Training sessions, and (b) Press-Room Workshops - with Ray Prince – who loved them.   At Business Development Education & Training sessions  (usually every other Monday morning), we recognized that Account Executives were: (a) Having difficulty getting follow-up appointments, (b) Buyers were starved to learn about Graphic Communications, (c) There was an invisible wall between Production and Sales (not helpful – to anyone), and (c) Account Executives usually only knew details of projects they’d won, and followed-managed through Production.   Our Solution : Each Account Executive and CSR was encouraged to bring a Sample of a project they’d managed, that they thought was unusual. (Details of why they’d won the project, other than “low price” were important.) Each attendee to the session received a Sample – as the Sample’s customer and technical issues were explained by the Account Executive and/or CSR. Production personnel were encouraged to attend, and often offered useful technical points they knew, but which were sometimes overlooked or not known by the person presenting the Sample.   Rare  Take-Aways  of  Value : By utilizing this format for Sample Reviews in a Group Discussion, our Account Executives and CSR’s learned much about most of our organization’s work, and each other’s sales skills with customers - and not  just about the projects they managed…! Our customers became used to receiving an ongoing stream of Graphic Communications education - through technical reviews of Samples, which noticeably helped our Account Executives receive their next appointments, and ultimately more business…! ( My Rule : “ Two pieces of Useful Information – on every Sales Call – were to be shared.”) Production and Sales personnel – publicly gave each other credit in these sessions – no small accomplishment…! It’s not just about  “Low Price” – for winning Buyers’ Projects - IF  you have something better to offer …! Did we review more than Samples at these Monday morning sessions…? Yes , of course - but that’s for next time. Sid Chadwick, President Chadwick Consulting, Inc. 336-558-4939 sidchadwickcc@gmail.com

By Sid Chadwick, Chadwick Consulting, Inc. – 09/19/2024 Published in  American Printer  :   “Sid's article emphasizes the power of collaboration between production and sales. Learn how requesting buyer samples can enhance insights, improve production quality, and strengthen relationships. You can transform your sales strategy with teamwork and secure more follow-up appointments.” Do You Use Samples ....To Win Customers Time... Trust.. and Revenues...?   “If you can’t explain it simply, you don’t understand it well enough.” …….... Albert Einstein     INTRODUCTION:   Too many organizations in our great industry  are not committed  - to education and training –  especially of their Business Development Team . The following outline and suggestions could provide a dynamite Business Development  Education and Training session – attended by all Account Executives,  Inside Account Executives, CSR’s, and Estimators, plus senior management and Production Supervisors – with Sample examples. With Buyers, I would ask : “ May I see a previous sample or two of this publication – you are asking us to quote…? ” “ May I take these two samples with me to show my production personnel and my Estimator…? ” “ Was there anything in either of these two productions -  that you wish had been…better? ”   What was I pursuing…in those  innocent  questions and requests….? My production team is much better at evaluating a competitor’s work than I am.   Also , my Estimator tends to see a project and specifications differently, more accurately, not needing to build-in “extra estimate safety values” - when he has an actual sample or two - as references. Let’s remember that my objectives are multiple, and include: (a) to win more profitable work, (b) support my production team’s efforts to produce better work than our competitors – especially for our (new) customers, and (c) educate my customer on, “ What could and should be better – for them – from us. ” My production team had the ability to identify flaws in our competitors’ work. Examples could be as basic as (a) two or more grades of stock in the same publication, to (b) the stock in the publication being different (cheaper) from what we were asked to quote, to (c) inconsistent color. Note : My quote letter would contain issues my production team had identified, and which we expected to (a) improve, or (b) correct – relative to what my customer/prospect had previously received (and was not happy with – because I had asked). Buyers can’t afford to waste their time, and lack of obtaining follow-up appointments by Account Executives – Too often tends to be a trail of frustrating failure and tears. Story-telling with Buyers through the presentation of Samples - is a powerful tool for educating my Buyers, and providing real value in a Sales Call. My Buyers always received “ Two Pieces of Useful Information ” from me, during my Sales Calls.  And one of the two was always a dramatic Sample Story. (Our Sales Team reviewed dramatic samples at our bi-weekly Education Meetings.) And, for some reason,  because that was an expressed standard Buyers could expect from me, I always got a follow-up appointment, making it worth their time to see me (and eventually… buy from me and my organization). Anyone having trouble getting repeat, follow-up appointments  ….? SUMMARY :  How often are Estimators applauded for their excellent work – and contributions toward winning customers’ projects? How often do Account Executives and Inside Account Executives review Samples of their projects with their peers – so that others can also intelligently show their Production Team’s excellent work to Buyers…? Collaboration between Sales and Production – can be a powerful force for improving performance. Great Leaders have written: “ Anything is possible – if credit is shared …!”   “Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.”    ………………………..……………………………………………Steve Jobs

By Sid Chadwick, Chadwick Consulting, Inc. – 09/05/2024 Published in  American Printer  :   “Many business owners face challenges: some have sold too cheaply, others are semi-retired and looking to sell, or they’re unsure of their next steps. Sid says the key to solving these issues lies in tracking your company’s data and customer interactions to find the right direction and leadership.” “Most limitations… are an illusion.” …………………………………... Arnold Schwarzenegger   INTRODUCTION:   From multiple sources, I’m hearing,  “Buyers are wanting to see supplier Reps – that can tell them, ‘What’s New’, and ‘Information they can use,  that won’t waste their time’ .” (Our standard: give them  at least  two pieces of useful information - on every Sales Call…!) Two years from now, smart Business Development Directors and owners can expect to reflect, “ That 3-to-6-month period after the Debt Ceiling was fought and settled, was a rare opportunity to make our mark.” “Business Development Team Education & Training”… is not a seasonal or once-a-month item on your calendar. ( Your entire Team should participate : Estimators, CSR’s, Inside Sales Reps, Outside Reps, Business Development Director, Designers, Marketing Mgr., and invited Production Supervisors.) It’s an attitude  – from the top of your organization. “ We will have the best educated and trained organization - in our marketplace...!”  (We want Buyers calling us – first…!) When that attitude is achieved in your organization and marketplace, by what you do (and not by what you say) - personnel, customers and what you hear that didn’t go well – are providing your next “ Education Session’s   -  Agenda. ”  Two hours, at least every two weeks, starting off with : 1.     Recent successes, in some detail (volunteered from attendees). 2.     Excellent Estimate Requests – that won work (from your Estimators). 3.     Excellent Quote Letters – that won work (from your Reps).  4.     Detailed review of at least two terrific Samples (from your CSR’s and Reps). 5.     Review of excellent Production performances (from Production Supervisors, including ‘Why?’). 6.     What Production needs Reps and CSR’s to improve (which improves what Production can accomplish). 7.     Which areas of the Production Schedule need more work, need more time, need more complete, timely information?  SUMMARY : We were claiming and developing the market position our Buyers were hungry to receive, and our competitors were neglecting. Today, with more younger and inexperienced Buyers, conditions are more sharply visible. When Buyers receive useful information from your Reps, your Reps receive a next appointment. When your Buyers keep seeing your Reps, there’s a professional reason that benefits your Buyer. Buyers who keep seeing your Reps, buy from your Reps….! Smart, top-performing Reps – know this…! Smart, top management – know this….!   “ Life’s six rules for success : 1. Trust yourself. 2. Break some rules. 3. Don’t be afraid to fail. 4. Ignore the naysayers. 5. Work like hell. 6. Give something back.”                         ………………………..…………………………………………….………..Arnold Schwarzenegger Copyright© 2024 Chadwick Consulting, Inc. All rights reserved. Contact Us Phone: (336) 558-4939

By Sid Chadwick, Chadwick Consulting, Inc. – 08/22/2024 Published in  American Printer  :   “Many business owners face challenges: some have sold too cheaply, others are semi-retired and looking to sell, or they’re unsure of their next steps. Sid says the key to solving these issues lies in tracking your company’s data and customer interactions to find the right direction and leadership.” “All our dreams can come true if we have the courage to pursue them. …………………………………………………………...Walt Disney   INTRODUCTION:   Too many owners have: (a) already sold their company to private equity for a pittance, (b) semi-retired, and are looking for a buyer, or (c) don’t have a clue - in today’s conditions - what direction they should pursue.  The key underlying issue is often, " Who is capable of leading this organization forward..? ” (No one is really expecting to be saved by, “A rising tide lifts all boats.”) I’m of the opinion that if you are tracking “the river of information” flowing through your organization, most company direction questions can be answered. For example : 1.     Does your receptionist record (if you have a receptionist) who called, and why, that you can’t supply or service? (If all or most callers have to use a voicemail system for choosing the department they want, then each department should record what a receptionist should have recorded – “Why the call that we can’t supply…?”) We have two clients following up every caller who was not able to be serviced as a prospective customer – Types of Questions asked,  “How did you get our name? What does your organization do? Can we help you find the supplier you need? Who should we contact in Marketing…? In Purchasing…?”   In the hands of a skilled conversationalist, they are surprised how many new, sizable customers and additional Leads - these follow-up discussions are leading to…!  At least Quarterly ,  if not Monthly , those logbooks from No. 1 above should be reviewed –  for the previous six months , including calculating the frequency of similar needs…! (Yes, you are looking at evolving market demand.) At least Quarterly, if not Monthly , you want to measure the frequency of requests for additional Services.  Examples include : (a) delayed or rushed shipments, (b) additions and deletions of shipping/mailing recipients/destinations, (c) requests for copies of previously used images, (d) support of many varieties for Trade Show attendance  (a business all by itself), (e) tracking and reporting on customer and Field Rep literature requests,  (f) customer website updates – creation – and – redesign, and (g) Creative Design, (h) rush, emergency orders, and (i) Storage & Fulfillment (including receiving trailer-loads of materials from operations your customer just bought, and has no clue of the details – they need you to receive, count, report - and store it…! There’s an opportunity to promote, with a fee - for every item listed above – and though I have a client who asks, “ Does that turn my Press cylinders?”  – maybe “yes,” and maybe “no” – but for sure – those Services make you more valuable to your customers. SUMMARY : What you should be doing next tends to become self-evident if you are capturing and studying the river of information that’s flowing through your organization, for your next management and company direction decisions. “Just when the caterpillar thought the world was ending, it turned into a butterfly.”     ………………………..………………………. ……….. Anonymous Copyright© 2024 Chadwick Consulting, Inc. All rights reserved. Contact Us Phone: (336) 558-4939