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- What Happened to the Lives of the Signers of The Declaration of Independence
By Sid Chadwick, Chadwick Consulting, Inc. – 07/08/2022 Published in American Printer “Few can claim credit… for all that’s accomplished in their lifetime and name……”…….Anonymous INTRODUCTION: We are being reminded, daily it seems, that “Freedom isn’t Free.” Most of us are not aware of the personal price most of our “Signers of the Declaration of Independence” paid. There were 56 men who signed the Declaration of Independence. Five signers were captured by the British as traitors and tortured ….before they died. Twelve had their homes ransacked, and burned. One had his two sons captured. Nine of the 56 fought and died from wounds or hardships in the War. Two lost their sons, serving in the Revolutionary Army. Carter Baxton of Virginia, a wealthy trader and planter, saw his ships swept from the seas by the British Navy. He was forced to sell his home and properties to pay his debts and died in rags. Francis Lewis had his home and property destroyed. The British jailed his wife, and she died within a few months. At the Battle of Yorktown, Thomas Nelson quietly urged George Washington to open fire on his home, which Cornwallis had taken over. The home was destroyed, and Nelson died bankrupt. John Hart was driven from his wife’s bedside as she was dying. For more than a year he lived in forests and caves, returning home to find his wife had died, and his 13 children vanished. He subsequently died from exhaustion and a broken heart. Vandals of British soldiers looted properties of Dillery, Hall, Clymer, Walkton, Gwinnett, Heyward, Rutledge, and Middelton. Nine were farmers and large plantation owners, eleven were merchants, and twenty-four were lawyers and jurists. These were not ordinary men. “They were soft-spoken men of means and education. They signed and pledged their lives, their fortunes, and their sacred honor.” SUMMARY: The price these men and their families, and many, many other men and women have paid – for you and me to have the choices… and freedoms we are allowed. Let us remind ourselves, and those whom we love and respect, that this price is carried – to every generation. Where are there opportunities to educate and inform – our current and next generations….? “…In our military, lack of time to reflect is the single biggest deficiency in senior decision-makers.”....Secretary Gen. Jim Mattis, Call Sign Chaos, p.200. Resource: The Constitution Mobile, powered by WordPress.
- How You Make Decisions…and Use Your TIME…Determines Who Wins
By Sid Chadwick, Chadwick Consulting, Inc. – 06/17/2022 Published in American Printer “A time of turbulence is a dangerous time…… but its greatest danger is a temptation to deny reality…”….Peter Drucker, Consultant, Writer, Strategist INTRODUCTION: Janet Yellen recently admitted to CNN – “I was wrong last year to believe Inflation to be transitory” …. (The Wall Street Journal). She wasn’t by herself…there was a lot of support for her views to go around – as the Fed was, by her admission, using old analysis to new, never-before-experienced – Data…and conditions. Let’s do a brief reality check: We’re continuing to be “short” basic building supplies for housing. (That’s not expected to change - for at least three more years, as we’re short that much home building materials and labor.) Many Commercial Print organizations are “short” – experienced personnel – and could easily hire another 5% of their current workforce. (Skilled pay in some metro areas is up 30%+.) Mills and Paper Distributors tell us, “We will take care of our best and most loyal customers”. That’s “code” for taking care of their largest, best-paying customers – 1st. …And there appears no objection expressed from our associations – but – that has the effect of contracting our industry faster, as modest and smaller Print organizations – can’t win orders – without paper, and customers turn to alternative media. The U.S. has significant oil and gas reserves. Yet transportation costs of an extra $100/week+ are disrupting work, employment, and family stability – as individuals must make radical changes to their transportation needs. Our Federal Reserve has “one blunt tool” to correct Inflation: Interest Rates - which has the effect of theoretically punishing all parties equally – but particularly those lower on the economic ladder. (We now have families that suddenly can’t afford: (a) how much their rents are being raised – and must find someplace else to live, (b) to buy a home – and compete against deep-pocketed out-of-town investors. (So much for the stabilizing effects of family-home ownership - as local home and real estate organizations – push back.) SUMMARY: My list of out-of-balance issues – runs much longer, as I believe your list does also. My conclusion is that – “We must relearn to cooperate and compromise – and clarify the rules of a God-fearing society - to solve our collective problems, or we are on our way - to losing our democracy. It’s not just about what I want. And…Inflation does not appear to be THE total problem, though it certainly is a part of the problem… that’s being created. Our society, for a very long time, made value decisions… “For the greater good”.
- Newly Hired Employees - Deserve Our Best....! And....Conditions Are Changing...Are We Changing...?
By Sid Chadwick, Chadwick Consulting, Inc. – 06/3/2022 Published in American Printer “The buck stops here…..”…..Harry S. Truman INTRODUCTION: On a recent CEO Peer Group Conference Call, our Agenda requested Members to share what they were doing differently in 2022 - with newly hired employees – to improve both hiring and retention of employees, especially new employees. Results of these discussions also showed improved revenues - and margins….! One CEO member, who’s known for personally attending to issues requiring change in his company (of well-over 400 employees) – got everyone’s attention when he shared: “We learned that some of our long-term employees were not welcoming new employees….” “A few of our long term employees were not proactively sharing job-related information - that would be helpful to a new employee….” We stepped-up communicating what we expected of our company community – for assisting our new fellow employees to become a meaningful part of what we stand for, including what values and initiatives - are expected. We also doubled-up what was expected of assigned mentors, and then followed-up to make sure those details are happening – with a genuine sense of goodwill. Productivity changes per shift and department – were reported to front-line new and long-term personnel – weekly. You might ask, "Were there any changes in results…?" Results measured – and observed: Quality of applicants – noticeably improved - over the last 4-6 months. Number of short-term hires leaving in 1st 30-90 days – dramatically reduced. Productivity per employee hour worked – noticeably improved. A number of long-term and new employees who had left – returned…! We started doing a better job of checking competitors’ pay and benefits – and matching similar grades of skill. Note: We had invested in air-conditioning our three Plants - over the two previous years – something our competitors had not done. Clearly, we had an “edge” re. “Benefits ”- that was paying off. SUMMARY: Pay and benefits - are important. But a “Positive Atmosphere” and “Genuine Goodwill” – are impossible to fake – or compensate - with only pay. Do your homework – and don’t just “play” with good suggestions and ideas. Put them into action….and follow-up – always. If your 1st suggestion needs to change – then change it. A great workforce tends to lead to increased revenues – and improved margins…! “All that is required for the triumph of evil is that good men do nothing.”……..Edmund Burk Copyright© 2022 Chadwick Consulting, Inc. All rights reserved. *Contact Us* Phone: (336) 558-4939
- Do We See The Depth... of Our Decisions.....?
By Sid Chadwick, Chadwick Consulting, Inc. – 05/20/2022 Published in American Printer "I would say to the House, as I said to those who have joined this government: 'I have nothing to offer but blood, toil, tears, and sweat.' We have before us an ordeal of the most grievous kind. We have before us many, many long months of struggle and of suffering. You ask, what is our policy? I can say: It is to wage war, by sea, by land, and air, with all our might and with all the strength that God can give us; to wage war against a monstrous tyranny, never surpassed in the dark, lamentable catalogue of human crime."…………….Winston Churchill, Before Parliament, on his 3rd Day as Prime Minister, The Writer’s Almanac, May 13, 2022, (This speech took place May 13, 1940) INTRODUCTION: We are slowly recognizing that we are caught in a tangle of evil - that must be discerned, and overcome. Few of us know the depth of benefits we enjoy – from sacrifices by those who have gone before us. More recently, earlier decisions from our leaders, designed to avoid tough decisions, did not deter our adversaries, but rather emboldened them to pursue their ambitions. Today, we have representatives in our midst, who do not appear to be able to turn, face - and “hold the line”. Our great industry is experiencing loss and turnover of skilled personnel, to self-destructive levels. Yesterday, on a Plant Managers’ Peer Group Conference Call, I asked, “Do any of you have in your Personnel Manuals, instructions for employees of all ranks, on ‘How, If Necessary, To Properly Leave Your Organization’…?” Not one organization attending that Conference Call - had instructions or issues to consider. Our Discussion Included – if you care, responsibly about your fellow employees, and the organization that has employed and trained you, your Personnel Manual should ask you to consider: Discussing with your Supervisor your situation, and can some reconciliation be worked out for you to: (a) stay, or (b) stay to train your replacement(s). Listing your duties, responsibilities, and activities – that on your leaving, must subsequently be covered. What information or skills, are you the only one who knows – or – Who are your backup personnel – with that knowledge…? After leaving, are you available to train another fellow employee – in the evening or weekends…or for part-time weekend work? (During a recent hospital stay, most of my nurses were “contract workers” – from other parts of the U.S or even other countries.) How much time can you provide your employer, and fellow employees, to find replacements, before you leave? (A future employer who is not considerate of the employer you are leaving, should probably be reconsidered.) SUMMARY: Many of our organizations are like large, invisible communities, with tentacles that stretch far beyond our everyday communities. Wanzie Collins, CEO of Panaprint, had a valued Bindery employee recently tell him he was needing to move to Orlando, to assist in caring for a family member. He wanted Wanzie to have adequate “Notice”, though there were no instructions in Panaprint’s Personnel Policy Manual. Wanzie asked if he would need a job in Orlando, which he did. Wanzie immediately called three Printers in the Orlando metro area, and all three offered Panaprint’s current employee – a job, just on Wanzie’s endorsement. Our Personnel Manuals should provide proper and helpful guidance, though every situation is a little different. Today, most Personnel Manuals - provide little guidance. Whether we leave an employer responsibly, or not so responsibly, that word follows us. And our Personnel Manuals are but a beginning point to create a much needed stability and respect - for the loss of valuable employees - and their employers.
- Is a "Sense of Community"...Enough....? Why Should I Stay....?
By Sid Chadwick, Chadwick Consulting, Inc. – 05/06/2022 Published in American Printer “…Among prime age workers aged 25 to 54, around 20% anticipate leaving within a year……”……..The Wall Street Journal, April 25, Section A INTRODUCTION: Imagine retraining 20%+ of your workforce….every year…..going forward. What % of your costly errors and spoilage… are created by “new employees”…? Take a deep breath. …Now increase that spoilage percentage… by 20%...! Over the last year, did your customers have higher or lower “reliability of delivery” expectations….? (Increase your number of lost important customers by…let’s say….conservatively…20%...) There are strategies to counteract these conditions: The company should have a central goal – that’s frequently mentioned by Sr. Mgmt. And every department should have supporting goals, in writing, that can be measured, and reported - that support the company’s central goal. An internal monthly Newsletter – that keeps everyone “connected”- especially re. new customers, new employees, and major upcoming events and awards. Note: Humor counts. A Monthly Report from Sr. Mgmt., especially in writing, re. company progress, what needs to improve, testimonials from customers, and recognition for sacrifices made by employees – for the company. Employees should be kept updated re. the company’s contributions to community organizations, like schools, food and fund-drives, and volunteer commitments (e.g., “Read, Write, Spell”.) Contributions from front-line personnel should always receive recognition from Sr. Mgmt. 6. New employees should be assigned a Mentor – for at least their 1st 90 days. (Turnover of new employees is about 500%+… that of long-term employees.) 7. Semi-annual written Performance Reviews, where the employee is asked, among many other issues, “What would you like to be doing here in a year or two…?” SUMMARY: Additional costs of a new employee are easily twice that of their 1st year’s earnings, when counting: (a) recruitment, (b) testing and interviewing, (c) slower productivity, (d) errors and spoilage, (e) lost production from a position’s vacancy, and (f) lost customers and orders. A treasured client recently lost two key employees, that if an “Employee Survey” had been administered, problems in the ranks would most likely have been uncovered – and hidden problems - allowed to be addressed. How much pain are you willing to experience, before you commit to doing everything necessary – to stop your “Employee Exits”….? I assure you, well-run, profitable companies are doing most if not all those suggestions….! The Wall Street Journal… recently reported that the greatest threat to heightened Inflation… is employees continuing to leave – for a 10%+ pay increase………..
- A Holy Season.....On Many Levels
By Sid Chadwick, Chadwick Consulting, Inc. – 04/22/2022 Published in American Printer “We’re accumulating risk right now by.... doing nothing….it still does not feel like we’re ‘all-in’ ” ………..Ret. Gen. Ben Hodges “The real measure of merit… is when these (requested) weapons are in the hands of Ukrainians…”……Ret. 4-Star Gen. Philip M. Breedlove …………………..CBS Good Morning, April 17, 2022 INTRODUCTION: Our friends, our blood-brothers in Ukraine, this Holy season, are reminding us…. that... “…freedom isn’t free…” Freedom always comes at a price. President Ronald Reagan reminded us that… “…every generation must decide what price they are willing to pay for freedom….” Ukraine’s President, Volodymyr Zelenskyy, our modern-day Winston Churchill, has raised undeniable awareness – of the depth and scope of evil that threatens our civilization. I’ve written my two U.S. Senators, and my Congresswoman…..”Don’t make us ashamed – and ultimately weakened and vulnerable ….by not giving our best – by providing only a portion – of the military hardware and weapons - that were requested…… .” And I will keep writing them. Summary: One of my biggest fears is that our nation’s adversaries… are not listening so much to, “What our leaders say - in front of the cameras”…. but rather… are taking meticulous notes re..…“What our leaders do!” By any critical, close observation, and personal testimony of our best military leaders…..Ukraine can win this great war if provided the weapons they’ve requested…. However, there appears to be an unspoken strategy…. to keep both parties closely matched…so that Ukraine does not win – quickly…if at all. “Dynamite in the hands of a child,” wrote Winston Churchill, “is not more dangerous than a strong policy weakly carried out.….And America today lives with the consequences of emboldened adversaries and shaken allies”….Gen. Jim Mattis, Call Sign Chaos, p.228.
- Where and Why...Innovation....Flows.....!
By Sid Chadwick, Chadwick Consulting, Inc. – 04/01/2022 Published in American Printer “Dr. Jerry Waite, Chair of the Department at the U. of Houston, found me a home… for my developing Case Studies…to facilitate teaching how to use Databases to solve everyday business problems…He then picked Mark S. Hargrove as Adjunct Professor… to nurture and elevate those Case Studies into what has become a profound, unique, and “Required Course of Study: DIGM-2325”……Looking back…by my publicly asking a troubling question in the closing minutes of an ACCGC Board Meeting…somehow… it was all supposed to unfold.”…….Sid Chadwick INTRODUCTION: “Mr. Chairman…. Is everyone comfortable with the relevance of your curriculum offerings… for your students……?” That was not how an ACCGC Annual Board Meeting was supposed to close-down…. The year was 2014. Fast-forward to 2022….From curiosity and follow-up from Dr. Jerry Waite, there are now 9 to 10 Classes each year of “DIGM-2325” – that intimidate…and Inspire…U. of Houston students to a totally new perspective… on how to see and pursue Graphic Communications…and their careers…. Some students, specifically because of DIGM-2325, are hired before they graduate…at significant starting salaries. (They have become engineers…under the instruction of Mark S. Hargrove, who can solve complex…and not so complex…business problems.) Dr. Waite is not happy, that about 60% of their students are hired…outside of…Graphic Communications…and Commercial Print. Two weeks ago the U. of Houston held their “Annual Digifest”. Graduating students put on display their most Innovative Projects, for pre-registered companies to investigate…both the Projects…and Project Creators.…. This year, among pre-registered companies, were senior management from AlphaGraphics corporate offices. They had been “clued-in” to U. of H’s Digifest by Dave Dunphy, an AlphaGraphics Franchisee, who in his late fifties…five years ago…bought his 1st AlphaGraphics Franchise…and now has two Franchises, three locations…near Houston…and is on track to do three million in revenues… this year….! Dave Dunphy uses U. of H’s Digifest - as a primary recruitment source…for top technical talent… for his organization. AlphaGraphics senior management attendees…made contact with Mark S. Hargrove, while at Digifest…. With almost three hundred Franchisees, you can perhaps fill-in some of the forward-looking missing pieces that AlphaGraphics follow-up with Mr. Hargrove…. probably includes.….. SUMMARY: I go back well over a decade with Mr. Dave Dunphy, serving him and his employer at the time. On my recent visit to Dunphy Graphics, Dave shared that his organizations are opening between ten and thirty new customers…. a month. …He knows that is too many…and that many of those ten to thirty a month need to be improved re. “quality of customer”…. “Better targeted” you might say, from beginning steps. Dave has specific targets he wants to find and pursue, and that’s where Mark S. Hargrove…is making his Services available. A lot can happen…. if a proper but difficult question is asked….and followed-up. Who is doing your targeted Research… for better prospects….? “I find that a great part of the information I have… was acquired by looking up something… and finding something else on the way.”…..Franklin P. Adams
- Why Employees…Especially Relatively New Employees….Leave…..
By Sid Chadwick, Chadwick Consulting, Inc. – 03/18/2022 Published in American Printer “…When he told me he was leaving… he was so angry and frustrated…no one in the last two years had given him a Review - that included what his future might include, or where the company is going….he feels like he’s wasted his last two years…so he’s getting out…moving on…..”………Professional Friend INTRODUCTION: Organizations don’t conduct Performance Reviews – effectively…IF… they do them at all. Biggest loss? Lack of trust…and communications… between Subordinate and Supervisor….leading too often to loss of a valuable employee…and your investments in that employee…when he/she walks out the door….or doesn’t come back from lunch. Key Performance Review Omissions: The Supervisor should ask for a list from the subordinate of their current duties and activities, approximately two weeks before the Review – in order to conduct the Review with an approximately accurate Position Description. (With frequent organizational downsizing and personnel changes, how does a Supervisor conduct an effective Review - without an accurate Position Description…?) The Performance Review should be conducted in a quiet, private location, away from interruptions, with adequate time. Employee should be asked if he/she has relevant talents the company is not utilizing. Also, what would the employee like to be doing in 2-5 years…? Supervisor should ask, “What might I change that would allow you to accomplish more?” A written review of the discussion should be presented to the employee for his/her review and comment: “Does this represent our discussion? Anything of importance missing?” This step is deceptively important. It shows that what the employee says is important and that the Supervisor was listening. Date of next Performance Review is set (hopefully - every six months), and recorded on the Review. (The impact difference in Performance improvement between every six months - and 12 months – can be dramatic.) Employee receives a copy of the Review, which includes - what he/she does well, and - what deserves to be improved (as well as possible suggestions or resources – to be used for improvements). (Everyone has an occasional bad day. Acknowledgment of your employee’s meaningful contributions – can be counted on to be read, privately – on that “off-day” – that you don’t necessarily know about.) SUMMARY: Here’s what most Supervisors don’t experience, because of the frequency and inadequate preparations of a Subordinate’s Performance Review, which are nearly impossible to fake. However, with proper Preparations and Follow-up: And…because a Copy of the Performance Review was given to the Subordinate, it was read, and re-read – many times. That employee wants to come to the next Performance Review – prepared – to hear acknowledgment of what they’ve Improved, and “What’s next?” When the next Performance Review is conducted, on schedule, six months later, there can be a quiet “revelation” between Subordinate and Supervisor. For the Subordinate, something akin to: “This Review process must be important…I must be important”….is experienced. You can count on subsequent performance and productive discussions to be more candid, and engaging – re…… “ What’s next…?” As An Assist To Changes In Pay Discussions: There are several “Rules” I like to follow. 1st – There shouldn’t be a change in pay - without a Performance Review. 2nd – A Performance Review does NOT guarantee an increase in pay. Changes in Pay are possibilities - IF: The employee’s duties and responsibilities – have changed. Inflation, costs-of-living - are creating real hardships for employees. Job Market competition is forcing an increase in employee pay. The company can afford an increase in employee(s) pay. Employees tend to stay…where they like what they know about their future. What do your employees know…? “Creative minds have been known to survive any sort of bad training.”……………..Anna Freud PPS: As a result of our March 4th column, carried by American Printer, and posted as a published article at “www.chadwickconsulting.com”, I was contacted by Vladmir Gendelman (founder and CEO of “Company Folders, Inc.”), a Ukrainian Immigrant, with a successful Graphics Communications company in Michigan, with ongoing ties to Designers, Web Designers and Graphic Communications in Ukraine. He can be reached at 248-738-7600, www.companyfolders.com.
- What Did Our Leaders Trade…..
By Sid Chadwick, Chadwick Consulting, Inc. – 03/04/2022 Published in American Printer “…I have, myself, full confidence that if all do their duty, if nothing is neglected, and if the best arrangements are made, as they are being made, we shall prove ourselves once again able to defend our island home, to ride out the storm of war, and to outlive the menace of tyranny, if necessary… for years… if necessary… alone….We must be careful not to assign this deliverance the attributes of a victory. Wars are not won by evacuations…”…Subsequent to successful evacuations from Dunkirk, Winston Churchill, June 4, 1940, “We Shall Fight On The Beaches” INTRODUCTION: We are observing, via modern telecast reporting, a country fighting for its life, for its very existence. Families are breaking apart, as women and children catch trains to the West, and Dads and sons turn to go to war, knowing their probable odds. I have questions… that haunt me. Aren’t they also fighting… our battle…? If not for Ukraine, then us…? Isn’t it in our interest, as a country…with significant resources……as a great print and publishing industry….to get involved…? What is our debt… to have persuaded Ukraine to give up their nuclear weapons…? In a previous life, as my company was frequently operating on “the edge”, I made sure everyone understood that we would prevail – if each of us gave our best – every day….no exceptions. We were to also be alert to teammates who were struggling, to give them a lift, a shoulder, if one was needed. We pushed everything to its limits….and ultimately, we tripled revenues… in three and a half years. SUMMARY: One of the cornerstones of our country’s defense has been to “maintain a safe and credible nuclear deterrent so that those weapons are never used…” (I must have missed that Report from our political leaders.) To hold back anything needed by the Ukrainian people, at this critical juncture, is to tempt - “Snatching Defeat - from the Jaws of Victory.” Ukraine gave up their nuclear weapons in 1994, through papers signed in Moscow, before the U.S and Russia. No country will ever give up their nuclear weapons again - in this generation. “Dynamite in the hands of a child,” wrote Winston Churchill, “is not more dangerous than a strong policy weakly carried out.….And America today lives with the consequences of emboldened adversaries and shaken allies”….Gen. Jim Mattis, Call Sign Chaos, p.228.
- Effective Virtual Customer Communications…Are Critical….!
By Sid Chadwick, Chadwick Consulting, Inc. – 02/18/2022 Published in American Printer “The single biggest problem in communication is the illusion it has taken place.”……………………….George Bernard Shaw INTRODUCTION: Virtual Communications with customers ….may be the critical success link… for your organization….and its future. Sales Reps and CSR’s…remote… or in the office….are dropping out. Paralyzing turnover of experienced personnel in these key communications positions… is decimating the organization's future prospects. Recruitment of hirable replacements challenges the toughest managers…who have not yet learned to promote the support, recognition, and ongoing Training these key positions (should) receive. Too often, senior management makes sure they stay….. “above the action.” In the last month, we’ve received multiple complaints and requests for assistance re. “perceived communications ineffectiveness of their customer contact personnel”….representing many different positions in an organization. A few suggestions…that can lead to changes in your Team atmosphere, and accomplishments: Work as a Team to identify problems, share experiences, make changes, identify what can be improved -- and your desired outcomes. Have daily and weekly “Check-ups”. Be flexible…! Recognize “wins” – that do not have to be orders….so that others on your Team don’t miss the signals in similar customer conversations. Share with each other how to make better use of your time. Customer relationships, of any quality and depth, require time, depth, patience, and persistence (Dick Gorelick called this “Industrial Courtship”.) Work to develop specific metrics…that lead to success. For example: I’ll call 5 of my neglected customers -- each week, and also send supportive emails, hand-written notes, and announcements. I’ll work to obtain one Referral every two weeks, that I follow up within one week. I’ll ask at least two different customers each week, “Why do you buy from us, and what would you like to see us improve?” (I’ll be sure to share what I hear, good or bad – at our Weekly Team Reviews.) A great resource: Remote, Inc., by Robert C. Pozen and Alexandra Samuel. (Note: The authors recommend reading Remote, Inc. – as a Team.) SUMMARY: Identify “your elephant in the room”…… and attack it..! Call the association you trust most and ask for their best independent Educator or Trainer – in Communications. You can not afford to allow conditions you are observing and experiencing…to continue. To do nothing….is totally unacceptable. “The only safe thing is to take a chance. Play safe and you are dead. Taking risks is the essence of good work, and the difference between safe and bold can only be defined by yourself since no one else knows what you are hoping when you embark on anything.”……….Mike Nichols
- How To Develop Customers’ Revenues
By Sid Chadwick, Chadwick Consulting, Inc. – 02/04/2022 Published in American Printer “…Our national and regional associations have abandoned our industry…particularly as it relates to development of Business Development and Margin Development skills…and how to effectively use the most powerful tools that are now available…..” ……President of a $25 Million Commercial Printer INTRODUCTION: We can now teach Outside and Inside Sales Reps…. how to find target prospects and customers, for current target prospects and customers – whom their current customers and prospects - didn’t know existed…! (Prior to this development, commercial printers, after winning competitive quotes, were reduced to customers bringing projects - their customers wanted printed….!) The difference – is radical. Proactive… vs…. Reactive…..! The ability to use new, publicly available information to solve real-world Case Studies - is being taught - at the university level, since 2015, courtesy of an initiative from Dr. Jerry Waite - and Adjunct Professor, Mark S. Hargrove – at The University of Houston. For Example: If a Sales Rep for a Commercial Printer has a customer who wants to identify: All homes in a given county with income over $500,000 (multiple income levels are available). Names of those homes’ occupants (which could include apartment addresses). Lifestyle issues (e.g., travel, hobbies, reading preferences, clothing preferences, cooking preferences, entertainment, etc.,) We can deliver…. that information….for targeted Business Development….! As another Example: A Sales Rep (we know) - for a Commercial Printer - has expertise in successfully selling Architectural and Land Development Companies. Through techniques using SIC and NAICS Databases, we uncovered 100’s of target prospects, with revenues over $500,000/yr., our Sales Rep didn’t know existed – within a 50-mile radius of his company. SUMMARY: This Curriculum at the U. of Houston - is available - to other Graphic Communications schools, per Dr. Jerry Waite. In the meantime, Dr. Jerry Waite is on record saying that this particular Curriculum is so valuable to graduating students (this particular Curriculum is now a required course – with 6 classes per year, and growing), that approx. 60% of their graduates are being hired by companies - outside Graphic Communications. Additionally, Adjunct Professor S. Mark Hargrove is available to assist with Curriculum development and needed teaching styles – for this new Curriculum, as the skills Mark’s Case Study teaching style provides – is not technology-driven, but rather Business Development and Revenue Development driven. “The ones who are crazy enough to think they can change the world, are the one who do.”…..Anonymous
- Providing Customers Information – They Want – Provides Downstream Opportunities
By Sid Chadwick, Chadwick Consulting, Inc. – 01/21/2022 Published in American Printer “He who desires but acts not, breeds pestilence.”…..William Blake INTRODUCTION: In this week’s Business Development Directors Peer Group Conference Call, I scheduled an “informal testimonial” - from a Customer Service Manager, and her Supervisor, for those attending from across the U.S. (A 45 Minute Discussion – as Attendees always ask questions.) Focus of discussion: Her “Weekly Review” with their largest customer – that includes: a) Review of that Customer’s “Spreadsheet of Orders”, and the status of each order – which she prepares and sends before their weekly Zoom call. b) Upcoming Orders – to ensure availability of materials, which she’s requested, and her customer understands – helps ensure “on- time-delivery”. c) Orders-in-Process, with suggested options, such as a change in materials or design, to ensure on-time shipping, and delivery. d) How this process came about and has become “The Glue” – between these two organizations. Peer Group Discussion Included: That this most important customer represents an important “Reference”, for “Target Prospecting” – through the use of Databases. That this most important customer - knows many organizations, to whom they could provide introductions. How this process can become a “feeder” – for other current customers with significant potential. How this process can lead to “Successful Prospecting”, of similar SIC Code organizations, that don’t represent a competitive threat to this customer. Weekly Reviews (with Major Accounts) also Allow: Personal relationships - of an organization-to-organization nature - to develop. Introductions to other departments, such as Marketing, and Design. Caring suppliers - to learn how they can make the Buyer's job - easier. SUMMARY: In my Consultant’s role, my upfront “Interview Process” included a battery of questions, that gave me clues to the strength and commitment to their customers, including, “Do you ever receive requests from customers for Order Updates?”, and if “Yes – How do you respond?” Only a very few clients had internal standards that included: “Systematic Order Status Communications” – on all orders. Those very few clients would voluntarily offer that their customers would sometimes ask, “How do I get my other suppliers to provide this information like you do?” Similarly, it can be “instructive” to ask your customer, if you’re providing this invaluable information, “How do your other suppliers provide this information?” Culture is critical…..and the importance of customer contact personnel having a true “Servant’s Heart” – can not be overstated, for creating numerous downstream, additional opportunities – that deserve to be recognized, and followed-up (….with accountability). “Culture eats strategy for breakfast”…..(Often incorrectly attributed to) Peter Drucker, Consultant, Writer, Philosopher