11-1-2009
Q: As the economy rebounds, what suggestions do you have
for broadening my sales prospects, thus growing my own business?
A: Race car drivers accelerate coming out of a turn instead of waiting for the straightaway. This is also a good model for sales people. What areas of the economy and your market are going to be slow to recover or never recover? Which of your clients will YOU stand by if it takes longer to get back to their former strength? What trends were YOU counting on that are picking up strength or were shut off by a changing economy? Now is a great time to be looking at regional and/or national trends to identify where you can begin to cultivate opportunities.
Many major trade organizations publish on occasion a "state of the industry" summary. Recognizing that these are promotional to some extent, they still contain good information on current structure, capacity, demand for products, and changes in production practices or consumption of its products. Also consider government reports that address more macro trends or longer term trends. These reports, even if they are not in your industry, can provide some deep insights into how the economy is changing and where your opportunities may lie.
Tip: If the trade association for your industry has no such "State of the Industry" research, and you feel reasonably sure you know a lot about the industry, suggest teaming up with the association's research staff in developing such a report. This is something their members would value and what better way to get known as the "industry expert" than to have the implicit endorsement of a trade association.
Now with all this said, I would strongly encourage you keep a positive mind, positive attitude, positive speech pattern, positive body language and develop my “SURE ‘NUF” thought process. And if missed that in one of my previous newsletters, here it is again:
“My thoughts of today are programming my tomorrow!” SUR ‘NUF. You wake up in the morning, put your feet over the bed, look out the window and say to yourself, “it’s going to be a lousy day!” SURE ‘NUF! You tell yourself, “this State is so depressed, I’ll never sell enough to make a living.” SURE ‘NUF! So the call is yours.
Get your proverbial act together, get into the field, be a leader and make things happen. If you are lazy and are waiting for somebody else to do it then hand it to you, the time has come to change professions. Without sales teams growing themselves and their companies, the company ceases to exist. The burden is on OUR shoulders. US the sales professionals of the world.
As always , enjoy your week and your comments are always welcome.
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
Nationally recognized Retained Executive Search and Employee Retention Specialist.
10/30/09
10/24/09
Are You In Uncharted Terriroty?
Is this really uncharted territory?
Last week’s “From The Desk of Gman” brought a tremendous barrage of Emails. And although every single one of them was in favor of my message, the Emails themselves seem to contain mixed messages with regards the thought process. I would like to share a few of the messages, but I want to clarify to the executive/owner levels within this readership, the following;
1. A good leader will actively solicit ideas, suggestions and future plans from their staff and/or employees.
2. The message wasn’t about hammering employees into submission, but to extract and utilize their talented contributions. And with that said, I truly hope this doesn’t continue to be uncharted territory for you.
3. The method isn’t, “….do it my way…..OR comply or fly….OR it’s just business!”
4. The discussion about long term employees was and is relevant because;
a. They have a tendency to “make you feel comfortable” and that masks the real problems
b. The finger is never pointed at them, it’s always somebody else’s fault
c. They are the supreme authority and no matter what lip service they may give, they are always right
d. They will do and say anything to “save their space” within the organization
5. You must remember that a leader is someone who people WANT to follow and a manager is one who is appointed. Ask yourself the following and don’t rationalize or lie to yourself with regards the intrinsic answers;
a. Does your manager/leader have a reputation that everybody seems to dislike him/her?
b. Have you lost good employees without a real explanation?
c. Have major catastrophes seemed to have snuck up on the company and nobody in a manager or leadership role saw it coming?
d. If everybody around “me” complains about these entrenched “no it all’s” can everybody else be wrong?
6. If you don’t act or react soon, I promise you this……One morning you will wake and it will be too late. Your company will be pushing up daisies and you will kick yourself for years to come.
7. If your staff is working with great precision, there is no dissention amongst the troops, they look out for each other, they enjoy coming to work every day, and they work with tremendous diligence to achieve personal and business goals, then two suggestions immediately come to mind;
a. Either The Gman has already been there OR
b. I’d like to be invited to visit your company to learn how and why
UMBELLISHED NOTES FROM LAST WEEK:
A. “…..this week’s message was especially relevant, as my employer just terminated one of those Nabobs of negativity, who pretty much thought the sun rose each morning to hear him crow.
Absolutely, the atmosphere and morale here is now fresh and thriving, and the business appears to be poised once again to see positive growth; it will obviously take some time, but even in a slow economy, smart, hard work is always rewarded. Thank you for your article; it keeps me mindful that NO ONE is irreplaceable.”
B. “….It sounded “vaguely” familiar to a situation I’ve encountered in the past. Maybe that bank you helped was the one where I worked?? I just wanted to tell you that I appreciate your comments and think you’ve definitely hit the construction nail on the head with this one!!
C. “….Our Company has one of those owners pet you referred to. We have lost a great many talented people and those of us who are left are treated with tremendous disrespect. Everything is a secret, the buck continually gets passed and the employment life expectancy of any one of us who have been honest and loyal for many years, balances on the whim of one “king” not to mention the owners attitude on any given day. It is terrible at best. Thanks for sharing; you really know what you are talking about. Companies you work for should thank their proverbial lucky stars to have you in their court. I believe that so much, I’m going to try and get you introduced to our husband and wife owners.”
I’d like to close today with a great quote I heard this week; “I’m not afraid of tomorrow, for I have seen yesterday and I Love today!”
Have tremendous week and as always, your comments are welcome. If I can be of any assistance in any way, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
Last week’s “From The Desk of Gman” brought a tremendous barrage of Emails. And although every single one of them was in favor of my message, the Emails themselves seem to contain mixed messages with regards the thought process. I would like to share a few of the messages, but I want to clarify to the executive/owner levels within this readership, the following;
1. A good leader will actively solicit ideas, suggestions and future plans from their staff and/or employees.
2. The message wasn’t about hammering employees into submission, but to extract and utilize their talented contributions. And with that said, I truly hope this doesn’t continue to be uncharted territory for you.
3. The method isn’t, “….do it my way…..OR comply or fly….OR it’s just business!”
4. The discussion about long term employees was and is relevant because;
a. They have a tendency to “make you feel comfortable” and that masks the real problems
b. The finger is never pointed at them, it’s always somebody else’s fault
c. They are the supreme authority and no matter what lip service they may give, they are always right
d. They will do and say anything to “save their space” within the organization
5. You must remember that a leader is someone who people WANT to follow and a manager is one who is appointed. Ask yourself the following and don’t rationalize or lie to yourself with regards the intrinsic answers;
a. Does your manager/leader have a reputation that everybody seems to dislike him/her?
b. Have you lost good employees without a real explanation?
c. Have major catastrophes seemed to have snuck up on the company and nobody in a manager or leadership role saw it coming?
d. If everybody around “me” complains about these entrenched “no it all’s” can everybody else be wrong?
6. If you don’t act or react soon, I promise you this……One morning you will wake and it will be too late. Your company will be pushing up daisies and you will kick yourself for years to come.
7. If your staff is working with great precision, there is no dissention amongst the troops, they look out for each other, they enjoy coming to work every day, and they work with tremendous diligence to achieve personal and business goals, then two suggestions immediately come to mind;
a. Either The Gman has already been there OR
b. I’d like to be invited to visit your company to learn how and why
UMBELLISHED NOTES FROM LAST WEEK:
A. “…..this week’s message was especially relevant, as my employer just terminated one of those Nabobs of negativity, who pretty much thought the sun rose each morning to hear him crow.
Absolutely, the atmosphere and morale here is now fresh and thriving, and the business appears to be poised once again to see positive growth; it will obviously take some time, but even in a slow economy, smart, hard work is always rewarded. Thank you for your article; it keeps me mindful that NO ONE is irreplaceable.”
B. “….It sounded “vaguely” familiar to a situation I’ve encountered in the past. Maybe that bank you helped was the one where I worked?? I just wanted to tell you that I appreciate your comments and think you’ve definitely hit the construction nail on the head with this one!!
C. “….Our Company has one of those owners pet you referred to. We have lost a great many talented people and those of us who are left are treated with tremendous disrespect. Everything is a secret, the buck continually gets passed and the employment life expectancy of any one of us who have been honest and loyal for many years, balances on the whim of one “king” not to mention the owners attitude on any given day. It is terrible at best. Thanks for sharing; you really know what you are talking about. Companies you work for should thank their proverbial lucky stars to have you in their court. I believe that so much, I’m going to try and get you introduced to our husband and wife owners.”
I’d like to close today with a great quote I heard this week; “I’m not afraid of tomorrow, for I have seen yesterday and I Love today!”
Have tremendous week and as always, your comments are welcome. If I can be of any assistance in any way, please call or write and I will respond immediately!
Regards,
George F. Mancuso, CPC
Gman Business Resources, Inc.
10/17/09
Are you recovering or is it business as usual?
Are you trimming down expenses in your company? Reducing your head count? Cutting employee wages? Reducing marketing expenditures? Restricting corporate travel? Does the recession continue to keep your company in a squeezed down vise, even though you are making changes? Are your revenues down? Your company just doesn’t seem to be in a recovery mode? Is it possible that your logical vision and decision making process might be impaired? Maybe just maybe, the answer is in the office next to you!
[NOW] do I have your undivided attention?
I have heard the above scenario many times over in the last few months from clients all over the U.S., including 3 phone calls I received last weekend. This is serious times folks and this is an extremely serious message.
Many of my clientele have long term employees and I have always been a solid believer that you do what you can to save those you have a great deal of time and money invested in. But when I speak with owners about the questions above, it quickly becomes apparent that although they are making cosmetic changes and disrupting lives and believe it is under the cost cutting flag of survival, the reality is “IT IS BUSINESS AS USUAL!”
When I do company evaluations, there are typically individual(s) who reek of negativity. They give the bosses great lip service, but hide under the guise that they are way too important to lose be absent from the organization and/or their job. And to further compound the problem the client/owners have become complacent and continue to take the path of least resistance. When suggestions are made via an outside consultant or a well meaning employee, it typically gets vetoed by the senior employee and then they “make” the boss give the bad news. But employees are stupid and they know the pecking order has caused some of these difficult times. Most times the owners, “just don’t get it!”
In most cases, this senior employee is really the owners pet…..right hand man/woman…..has their hands in everybody’s mess kit most of the time….nosey, and typically a non-conformist. But the owners miss the sign(s) and keep cutting wages, cutting personnel etc. without any concept of “what could be.” And why you might ask yourself? Because the senior employee has “mentally” convinced the owner(s) that if he/she leaves, the company will be in tremendous distress or even close. And sadly the owners buy into this because they are in fear of discord or a mutiny. But what would happen if that senior employee would die quietly in his/her sleep tonight? Would the company continue on tomorrow?
One of my clients is a small regional bank in Iowa, in a town whose population is less than 8,000. The President had a senior manager, who I identified as the core of his personnel problems, (especially the revolving door of people). His administrative and teller employees always looked mad. It was obvious within hours of the three days that I spent there, that the morale was low, business was down and the intangible costs were soaring. He was convinced that not only would employees walk if he terminated her, but because of the small community it would affect his business in a negative way as well.
I convinced him otherwise and on a Monday morning the deed was done. The negativity was gone, employees could be themselves, smiles everywhere and later the President remarked that from that day forward, employees even dressed different. And much to his surprise, his business started to come back and in fact he was again a strong competitor against the other four banks in town. His job applications hopper started to get filled again, because the “locals” now knew it was a good place to work AND BANK.
This story is the reality of management folks. If you are not 100% into your management game, and all the subjects in the Questions above seem to be looming large over you, maybe just maybe, the fix in the next office. Seek outside help and pay attention to suggestions. Ask other key employees away from Mr. or Miss Negativity and respect their input and their feelings.
I had a business owner tell me just this last week, “….everybody that comes in here, tells me that I need to terminate her, including my banker. AND all of the General Managers I have had, never got the termination job done and she remains here today.” Key phrase here is “all of the General Managers….” Meaning he has gone through several but the senior employee always makes the cut.
To whom do you think I pointed the proverbial finger? That’s right the owner, because I believe he would not allow this to happen. Even though six executives in and out of his business gave him the same advice, it wasn’t his idea and the comfort zone far outweighed what he perceived as the risk. “He just didn’t get it!”
As I stated at the beginning, this is a very serious message. I hate to hear about companies closing or beating up their employees to survive. And I certainly don’t want to suggest that all long time employees need to be walked to the door. I can’t solve all the problems of the business world via my weekly newsletter, but if I have motivated the thinking process into a few of your heads and you REALISTICALLY and HONESTLY evaluate their long term key people, I have achieved my goal of the week. As always your comments are welcome and respected.
If I can of any assistance, please call or write and I will respond immediately! Have a tremendous week.
George Mancuso, CPC
Gman Business Resources
[NOW] do I have your undivided attention?
I have heard the above scenario many times over in the last few months from clients all over the U.S., including 3 phone calls I received last weekend. This is serious times folks and this is an extremely serious message.
Many of my clientele have long term employees and I have always been a solid believer that you do what you can to save those you have a great deal of time and money invested in. But when I speak with owners about the questions above, it quickly becomes apparent that although they are making cosmetic changes and disrupting lives and believe it is under the cost cutting flag of survival, the reality is “IT IS BUSINESS AS USUAL!”
When I do company evaluations, there are typically individual(s) who reek of negativity. They give the bosses great lip service, but hide under the guise that they are way too important to lose be absent from the organization and/or their job. And to further compound the problem the client/owners have become complacent and continue to take the path of least resistance. When suggestions are made via an outside consultant or a well meaning employee, it typically gets vetoed by the senior employee and then they “make” the boss give the bad news. But employees are stupid and they know the pecking order has caused some of these difficult times. Most times the owners, “just don’t get it!”
In most cases, this senior employee is really the owners pet…..right hand man/woman…..has their hands in everybody’s mess kit most of the time….nosey, and typically a non-conformist. But the owners miss the sign(s) and keep cutting wages, cutting personnel etc. without any concept of “what could be.” And why you might ask yourself? Because the senior employee has “mentally” convinced the owner(s) that if he/she leaves, the company will be in tremendous distress or even close. And sadly the owners buy into this because they are in fear of discord or a mutiny. But what would happen if that senior employee would die quietly in his/her sleep tonight? Would the company continue on tomorrow?
One of my clients is a small regional bank in Iowa, in a town whose population is less than 8,000. The President had a senior manager, who I identified as the core of his personnel problems, (especially the revolving door of people). His administrative and teller employees always looked mad. It was obvious within hours of the three days that I spent there, that the morale was low, business was down and the intangible costs were soaring. He was convinced that not only would employees walk if he terminated her, but because of the small community it would affect his business in a negative way as well.
I convinced him otherwise and on a Monday morning the deed was done. The negativity was gone, employees could be themselves, smiles everywhere and later the President remarked that from that day forward, employees even dressed different. And much to his surprise, his business started to come back and in fact he was again a strong competitor against the other four banks in town. His job applications hopper started to get filled again, because the “locals” now knew it was a good place to work AND BANK.
This story is the reality of management folks. If you are not 100% into your management game, and all the subjects in the Questions above seem to be looming large over you, maybe just maybe, the fix in the next office. Seek outside help and pay attention to suggestions. Ask other key employees away from Mr. or Miss Negativity and respect their input and their feelings.
I had a business owner tell me just this last week, “….everybody that comes in here, tells me that I need to terminate her, including my banker. AND all of the General Managers I have had, never got the termination job done and she remains here today.” Key phrase here is “all of the General Managers….” Meaning he has gone through several but the senior employee always makes the cut.
To whom do you think I pointed the proverbial finger? That’s right the owner, because I believe he would not allow this to happen. Even though six executives in and out of his business gave him the same advice, it wasn’t his idea and the comfort zone far outweighed what he perceived as the risk. “He just didn’t get it!”
As I stated at the beginning, this is a very serious message. I hate to hear about companies closing or beating up their employees to survive. And I certainly don’t want to suggest that all long time employees need to be walked to the door. I can’t solve all the problems of the business world via my weekly newsletter, but if I have motivated the thinking process into a few of your heads and you REALISTICALLY and HONESTLY evaluate their long term key people, I have achieved my goal of the week. As always your comments are welcome and respected.
If I can of any assistance, please call or write and I will respond immediately! Have a tremendous week.
George Mancuso, CPC
Gman Business Resources
10/10/09
A Great Sales Presentation
October 11, 2009
As most of you are aware, I am currently acting CEO for a national manufacture in N.E. Kansas. Within this role I was contacted by the WTS Paradigm Company (www.wtsparadigm.com) with a request to “show me” their software, especially designed for certain manufactures and supply chains. I will preface this story by telling you, that Lyn Hartl the President and developer absolutely thought of everything. This software takes a back seat to no other which of course helps to sell the product! But this story is about the sales process, which was quite impressive to say the least.
1. I received a call from Scott, the BDM. He was low key, defined in his voice and spoke with authority. He knew his product, the service they provide and he knew his limitations. I agreed to watch an online webinar demo, especially for our company and he explained it would take about 90 minutes. He let me know, this software was powerful and I wouldn’t be sorry.
2. He made a scheduled call to me the day before and we spent 30 minutes going over what would be most important to the company within the scope of their software. He explained to me that Lyn Hartl the President of the company was “personally” going to conduct the demo. And yes I did feel important.
3. The day of the presentation was everything it was cracked up to be. No fluff, no hard closes, just proof of how this could alleviate the shortcomings of our current programs. And yes he continually had subtle closes in the form of getting me to agree to the value(s) and how it would make a positive impact on our organization.
4. At the end of the demo, we had a short question and answer session, and then he asked more about our business. From that he informed me that they price accordingly to each individual company and that his team would discuss pricing and get back to me. Wow special pricing for just us.
5. Then I received an Email, requesting that I sign a Non-Disclosure Agreement before they are willing to give me pricing! What the heck? I’ve got to sign an NDA to get pricing? Are you kidding? Nope, they weren’t kidding and after I stopped laughing, I signed it. I’m thinking this has got to be the greatest closing tool ever.
6. Next day I get a call from Joel, the VP of Operations and he “personally” wants to go over this with me. Wow, special pricing that I can’t talk about, the President, VP of Ops and the BDM all giving me special attention and a product and/or service would rank 10 on the HOLY SMOKES scale.
7. And they weren’t through…They were filled with handling objections from a “preemptive strike position.” They covered the potential objections, mainly price, before I could ask. They had all the answers.
For those of you who have attended my sales and management seminars, you will know that I have always preached (known as a Mancusoism) there is 3 points to the sale. Know yourself and your limitations, know your product/service like nobody else and all that it leaves is finding out the prospects pain, set his hair on fire and you become the fire extinguisher. Nice Job WTS Paradigm! It proves professionalism in sales arena is alive and well.
Have a tremendous week. If I can assist in any way, please call or write and I will respond immediately!
As most of you are aware, I am currently acting CEO for a national manufacture in N.E. Kansas. Within this role I was contacted by the WTS Paradigm Company (www.wtsparadigm.com) with a request to “show me” their software, especially designed for certain manufactures and supply chains. I will preface this story by telling you, that Lyn Hartl the President and developer absolutely thought of everything. This software takes a back seat to no other which of course helps to sell the product! But this story is about the sales process, which was quite impressive to say the least.
1. I received a call from Scott, the BDM. He was low key, defined in his voice and spoke with authority. He knew his product, the service they provide and he knew his limitations. I agreed to watch an online webinar demo, especially for our company and he explained it would take about 90 minutes. He let me know, this software was powerful and I wouldn’t be sorry.
2. He made a scheduled call to me the day before and we spent 30 minutes going over what would be most important to the company within the scope of their software. He explained to me that Lyn Hartl the President of the company was “personally” going to conduct the demo. And yes I did feel important.
3. The day of the presentation was everything it was cracked up to be. No fluff, no hard closes, just proof of how this could alleviate the shortcomings of our current programs. And yes he continually had subtle closes in the form of getting me to agree to the value(s) and how it would make a positive impact on our organization.
4. At the end of the demo, we had a short question and answer session, and then he asked more about our business. From that he informed me that they price accordingly to each individual company and that his team would discuss pricing and get back to me. Wow special pricing for just us.
5. Then I received an Email, requesting that I sign a Non-Disclosure Agreement before they are willing to give me pricing! What the heck? I’ve got to sign an NDA to get pricing? Are you kidding? Nope, they weren’t kidding and after I stopped laughing, I signed it. I’m thinking this has got to be the greatest closing tool ever.
6. Next day I get a call from Joel, the VP of Operations and he “personally” wants to go over this with me. Wow, special pricing that I can’t talk about, the President, VP of Ops and the BDM all giving me special attention and a product and/or service would rank 10 on the HOLY SMOKES scale.
7. And they weren’t through…They were filled with handling objections from a “preemptive strike position.” They covered the potential objections, mainly price, before I could ask. They had all the answers.
For those of you who have attended my sales and management seminars, you will know that I have always preached (known as a Mancusoism) there is 3 points to the sale. Know yourself and your limitations, know your product/service like nobody else and all that it leaves is finding out the prospects pain, set his hair on fire and you become the fire extinguisher. Nice Job WTS Paradigm! It proves professionalism in sales arena is alive and well.
Have a tremendous week. If I can assist in any way, please call or write and I will respond immediately!
10/4/09
The Talent War
We all know demographics and economic forces are conspiring to create a "talent war." If we are not in the human resources or workforce management consulting areas, how can we best help our clients?
Great question. It is logical to think that with the recession, the pressure to find talent might be reduced for a few years. Good employees are going to stay while those around them are being laid off or are wary of changing jobs and losing any seniority. However, consider a survey by salary.com earlier this year that found, even in this recession, that 2 of 3 employees were actively or passively looking for jobs. This is almost twice the rate employers estimated.
The most talented employees are logically looking for opportunities inside and outside the companies in which they work. As the economy undergoes major shifts, more opportunities and new challenges will certainly open up at other companies. Because they will remember how they and their colleagues were treated when times were tough, they will act on bad treatment as soon as the economy improves. Probably the best thing you can do for your client is to assure that they clearly show their employees how valuable they are and to carefully consider what may be considered by employees as a lack of loyalty.
Executives must level with employees, even letting them know that they don't know. Historically, this may not have been the right advice, but in this environment, when your best employees are more mobile than ever (and more are Gen X and Gen Y, for whom loyalty means less than for Boomers), disclosure and engagement are critical.
Tip: Joe Pine who wrote, "The Experience Economy; Work Is Theater & Every Business a Stage", and others, talk about how increasingly important experience is to a brand. This is true for employees as well as customers. Help your client make the employee experience more meaningful and trusting by not focusing on negotiating benefits, or promising more benefits when the economy turns around. If layoffs occur, use your skills in technology, strategy, process, or other discipline to help your client understand what elements of those activities in which you are an expert employees find most valuable or most significantly impact the employee experience.
The 4th quarter is now in full swing and hopefully you and your organization are working your plan to close out 2009 with tremendous success. If I can assist in any way, please call or write and I will respond immediately! Have a great week.
NEXT WEEK: Next week I’m going to tell you a short story about a Wisconsin based company that made an outstanding and professional sales presentation to me. I was so inspired by their defined process I asked and received permission from their president to tell their story.
Regards,
George F. Mancuso CPC
Great question. It is logical to think that with the recession, the pressure to find talent might be reduced for a few years. Good employees are going to stay while those around them are being laid off or are wary of changing jobs and losing any seniority. However, consider a survey by salary.com earlier this year that found, even in this recession, that 2 of 3 employees were actively or passively looking for jobs. This is almost twice the rate employers estimated.
The most talented employees are logically looking for opportunities inside and outside the companies in which they work. As the economy undergoes major shifts, more opportunities and new challenges will certainly open up at other companies. Because they will remember how they and their colleagues were treated when times were tough, they will act on bad treatment as soon as the economy improves. Probably the best thing you can do for your client is to assure that they clearly show their employees how valuable they are and to carefully consider what may be considered by employees as a lack of loyalty.
Executives must level with employees, even letting them know that they don't know. Historically, this may not have been the right advice, but in this environment, when your best employees are more mobile than ever (and more are Gen X and Gen Y, for whom loyalty means less than for Boomers), disclosure and engagement are critical.
Tip: Joe Pine who wrote, "The Experience Economy; Work Is Theater & Every Business a Stage", and others, talk about how increasingly important experience is to a brand. This is true for employees as well as customers. Help your client make the employee experience more meaningful and trusting by not focusing on negotiating benefits, or promising more benefits when the economy turns around. If layoffs occur, use your skills in technology, strategy, process, or other discipline to help your client understand what elements of those activities in which you are an expert employees find most valuable or most significantly impact the employee experience.
The 4th quarter is now in full swing and hopefully you and your organization are working your plan to close out 2009 with tremendous success. If I can assist in any way, please call or write and I will respond immediately! Have a great week.
NEXT WEEK: Next week I’m going to tell you a short story about a Wisconsin based company that made an outstanding and professional sales presentation to me. I was so inspired by their defined process I asked and received permission from their president to tell their story.
Regards,
George F. Mancuso CPC
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