Phil Kuhlenbeck | Kaizen Your Way to Success

Phil Kuhlenbeck | Kaizen Your Way to Success
Life Advice from my pal Louis C.K.

“If you are bitching about what another person is getting you are going in the completely wrong direction. No one is getting your gig or your money.”

He’s talking about comedy, but it applies to a lot of areas of life:


Phil Kuhlenbeck | Kaizen Your Way to Success


Phil Kuhlenbeck | Everybody Sells | The 9 Synergies | Motive – Inspire – Transform

Everybody Sells | The 9 Synergies | Motive – Inspire – Transform

A company must focus daily on selling its products to survive and prosper. Such effort provides the cash a company needs to pay expenses, grow the organization and make a profit. Every employee should arrive at work each day thinking, “I’m here to win business and keep our customers happy.” This should be their constant and unrelenting objective.

This means each employee — every single one of them — should know what they must do to personally contribute to generating company revenues. They must also understand how others in the organization fit within the complete team selling process. Think of orchestra musicians who follow this model with the result being beautiful music.

Successful organizations understand this powerful concept and actively communicate clearly to all employees what company revenue goals are for the year, by quarters, months and weeks; leaders then measure and report sales results to all employees on a similar timing basis.

Great business leaders do not assume employees know how to be part of a complete team selling organization. They wisely teach them the fundamentals to ensure each employee understands assignments and how they are interconnected with other employees from pre-sale to post-sale activities.

For example, marketing identifies and specifies what a customer wants to buy. An engineer designs the anticipated product. Manufacturing builds it.  Salespeople ask for orders and closes the sale. Customer service delivers it. Customer support installs and supports it. Accounting collects payment. Along the way, the controller watches margins and human resources hires the best people. In sum, there is a coordinated flow of work from one entity to the next.

This past week, I spent the day with a company that has a problem with shrinking sales. It became clear to me employees are not talking to and listening to customers. Their focus is elsewhere. Here’s what I recommended the management team do to move the revenue needle in the other direction.

Fundamentals of a complete team-selling program:

  1. The organization must have a sales culture where growing revenues is always top of mind and permeates throughout the company.
  2. The CEO/president should be the very best sales person in the organization.
  3. He or she should spent at least 50 percent of the week in talking to prospective customers, listening to their needs, closing sales and following up with existing customers.
  4. The leader should regularly update employees on revenue successes and should celebrate, recognize and reward every employee who contributes to the cause.
  5. All employees, at every level of the organization, should be encouraged to talk to customers about their specific assignment on a regular basis, with the goal of listening to what’s on the customers’ minds and responding accordingly.
  6. Every employee should know the company’s competitors and what they offer to customers.
  7. Every employee should know the vision, mission, strategy and objectives of the company, plus have a good knowledge of the company’s products.
  8. Employees should clearly understand what makes a customer happy and deliver accordingly. In general terms it is this: Selling the right product to meet the customer’s need, selling it at an acceptable price, delivering it on time, making sure it functions correctly, providing excellent customer support, and a guarantee of workmanship, all coupled with a pleasant buying experience.
  9. All employees agree to work as a team to take care of customers and demonstrate an attitude of ownership for problem solving, accountability, innovation and delivering results.

Next month I will meet again with the company on the decline to learn what the organization has accomplished. My hope is that sales are growing again and that priorities are now aligned to deliver what customers want, with every employee involved in the selling process.

Phillip J. Kuhlenbeck  is an Entrepreneur, Sales Training Expert and Motivational speaker.  To schedule an event call him now: 323-451-2030

Phillip J. Kuhlenbeck - The Sales King - Cold Calling

Phil Kuhlenbeck – The Sales King – My Approach to Cold Calls

This is my approach to COLD CALLING:

The gatekeeper is a valuable ally who can provide information about the decision maker.

Don’t ever lie to the gatekeeper or use trickery. Tell them exactly why you are calling and ask to speak to the decision maker.

Maybe you can even get a laugh by saying something like, “Hi, this is a sales call and I will be as brief as possible.”

Sell the Appointment. The point of your call is to get an appointment and get their interest just enough that they want to hear more.

Start by asking if it’s a good time to talk; that shows that you respect your prospect’s schedule. If they say they can’t talk now, suggest another time and be specific – don’t say “I’ll call back later,” say “I’ll call back tomorrow at 9:15 a.m. – is that a good time for you?”

Offer something valuable. I will be able to show your prospects what their advertisements will look like.

Solve their problems. Ask them: “What is your biggest, most unsolvable problem?” Then present them with ways that you will help to solve it. This approach almost always assures getting the appointment.