I often watch how those who serve or sell to the public actually handle their jobs. In many instances, these "salespeople" appear to actively dislike the jobs they do, and by their attitudes lose customers for their employers. Ultimately, if they turn off a sufficient number of prospects, business will decrease and these same salespeople may find themselves seeking new employment.

I am convinced that anyone who has any contact with a prospect or customer should have some basic sales training. Some firms spend millions of dollars to attract new customers. They advertise; run sales contests; and tell all about their excellent service facilities. They do everything possible to convince a prospect to try them, and then, by the simple actions of just one employee, that prospect or customer is lost.

Why, when a company is willing to spend the money to attract new customers-or keep old ones satisfied-won't the same firm spend a relatively small amount to make sure that all its personnel are well-trained to provide what has been promised?

How often have you dialed a number, and waited for what seems like forever, only to be greeted by a brusque, unfriendly voice that asked you to "hold a second?" The seconds stretch into minutes which, to you, seem like an hour. If this is your initial call to a company, you're tempted to hang up. If you are like me, you probably will.

Unless the company you are calling is running the only game in town, which isn't likely in the New York, New Jersey, Connecticut, and Pennsylvania areas, they probably have already lost you as a potential customer. If you are already a customer, you may have second thoughts about continuing your relationship with the firm.

No Repeat Customers Here

When I was running seminars, I had an occasion to visit five cities in the Pacific Northwest. In Honolulu, I stayed at the newest (then) and most famous of the hotels. One day I wanted a small package wrapped and mailed to my office. Not knowing the location of the nearest post office, and being short on time, I visited the service desk in the lobby and asked the young woman in charge if they would handle my problem, offering to pay a gratuity above the postal charge. To my surprise, I was told, rather firmly, that this was not their function.

Somewhat annoyed, I then asked what they could do to be of help to a guest who had been staying with them for five days? The woman turned to two bellhops who were busy chatting with each other, and asked if they would be interested in the project. They obviously were not, and one gave the service manager a dirty look, muttered some words I could not hear, and turned away.

As things turned out, I was due back in Honolulu three months later for a 10-day consulting assignment. Can you guess where I didn't stay?

When did you last take a long, hard look at how the people in your company back up, or contribute to, the selling efforts of your people in the field? What is their attitude? Does the image your plant people, messengers, delivery personnel, or production people give off make prospects and customers feel good, or leave them feeling that they're a necessary evil, only to be tolerated? Why not plan today to initiate some type of sales training program for everyone in your company? It should not be the same type you would use to train your salespeople, but rather along the lines of a seminar my staff used to run called, "Everyone Sells."

Now, on to another topic: Way back in 1982, almost 25 years ago, Arthur Blumenthal, one of the most respected printing industry consultants, had this to say: "Sales training should be considered by today's graphic arts firms because: There is an increase in the number of advertisements in newspapers and trade magazines bidding for the few experienced printing salespeople available; more plants say they have unused capacity to sell; today's cost spiral requires that overhead expenses be spread over a larger sales volume.

"The middle-sized printer ($3-10 million sales volume) seems to be especially affected by the current cost/price squeeze. They cannot pass on all of the cost increases to their customers. They cannot attract the higher-cost experienced salesperson. They are losing some of their long-standing customers and cannot make up the lost business."

Pros and Cons

Mr. Blumenthal went on to reveal what he felt the advantages and disadvantages were for middle-sized printing plants to starting their own sales training programs.

"Advantages: Sales representatives can be hired at a cost lower than would be necessary to recruit experienced people away from other printing firms; sales-people can be molded to fill specific, well-defined slots, and to follow the direction of sales management with minimal difficulty; good rapport among new salespeople and plant personnel is more easily fostered; it's easier to cultivate loyalty to the firm among new salespeople.

"Disadvantages: The increased business that comes from the sales training program is not immediately generated. It takes time to develop; it takes time for owners and managers to supervise and instruct the new sales candidate; there is a danger that the trained salesperson will leave the company for a better job after the training is over; present company salespeople could feel threatened.

"This is a particularly good time to begin your own sales training program. New printing machines are truly faster and more productive, and provide plants with greater capacity for output and, as a result, sales, than ever before."

There's much more to the article, however, for my purpose, this is sufficient. It was written almost 25 years ago, but it could have been written today. It is just another voice in the wilderness to whom too few printers pay attention.

Until next month, keep reminding yourself that nothing happens until somebody sells something. Get out and make some calls. Good Hunting.