Sometime
back I mentioned ATK Engines in a blog.
What
follows is a very long rambling dissertation on marketing and lessons learned
over the years. It will bore many of you. Consider yourselves warned.
My
employer at Cowboy Corral, Steve Lance, and Peter Buttterfield, former
president of Kia America,
remained good friends after he left Kia, and are to this day.
ATK
Engines was the oldest remanufacture of automotive type engines in the USA. At some
point, Vege of the Netherlands
built a plant in Mexico
and acquired control of ATK. Peter Butterfield was the new president. I don’t
claim to know all the details. Way above my pay grade and, bluntly, I didn’t
care.
http://www.atkvege.com/content/
One
day Steve was loading some ATVs we were selling along with used cars and Miles
electric cars on a tilt bed trailer while I was photographing inventory for our
website when he got a call from Butterfield. Seems he wanted Steve to get
involved in kick starting a somewhat morbid sales effort. Steve continued to
load the trailer with his cell phone in his ear while agreeing to this new
scheme. He then hollered at me,
“I’m
going to help Buttefield with his sales. You, Johnny and Cody (his sons) are
going to do it. You need to come up with a plan.”
Not
the most bizarre assignment he ever gave me but a few details would help, don’t
you think?
We
spent two days in California
touring ATK’s operation and meeting people. ATK used a half dozen manufacturer
reps for marketing and an inside telephone sales desk with another half dozen
employees.
Some
of you may have experience with manufacturer reps, or have spent time as one,
but I've always found them a breed apart with a high bullshit component. I
speak as someone who has used them, worked with them, and performed their
functions. It is a challenging way to earn your daily bread.
In
any sales force, there will be one or two throat ripping killers. I prided
myself on being able to spot them. At ATK, the alpha killer was a thirty
something woman. I made it a point to have her be the one to “show me the ropes”.
“What
do you need from the outside sales force”, I asked her?
“Make
the phone ring”, was her response.
Aha!
The bedrock need. Now to plan ways to make it happen. The first part we put
together over a long lunch at Hooters. The rest Steve and I put together in the
back of the airliner taking us back to Denver.
Very sophisticated, it was, written down on a lined yellow pad. What would you
expect from cowboys?
The
first principal you learn in selling is:
Know your product.
Have a plan.
Work your plan.
So
simple, and so seldom performed.
Let’s
take knowing your product. Critical, yes, but more important is being
selective. Don’t take up someone’s time telling them how to make a watch when
all they want is to know the time. I had a thirty second presentation, a two
minute presentation, and a five minute presentation for my cold calls. My goal
was to plant the ATK name in their mind, have my little phone number sticker go
on their wall, and create enough curiosity for them to look at my sales
literature at their leisure. ATK had a great website with many videos for those
who wanted to know if the boring machines were CCM speaking Livonian process
code with Chinese symbolism. Me, I didn’t care. Were we ISO 10,260 Sigma 21 certified.
Damned if I know but I can look it up for you if that is important to you. Did
I mention our free 48 hour shipping? Is that important to you? How about the
three year unlimited miles warranty? Can you use that?
Your
plan. My belief the best way, and ultimately the best return on you effort, is
belly to belly. In the case of ATK, we mapped out every possible place someone
might be turning a wrench using Streets and Trips and search engines to
identify the wrench turners. I spent long hours setting this up but we were
able to make 20+ contacts a day in urban areas. Not so much in rural areas but
I wanted to identify as many targets as possible before we hit the road. Plan
hard, sell easy.
Work
you plan. If you were still at the motel at 7:30 am, you wouldn't be working
for me much longer.
Now
Peter’s core managers were automotive manufacturer people. Six to seven figures
a year compensation level people. I have the highest respect for the people who
can do this, the discipline, and the people skills it takes to get there. That
said, you may be able to run a supply chain with thirty two vendors, eighteen
of them foreign, and use nine banks to get the job done but that doesn't mean
you can run a forklift. They didn't understand what we were doing. Once a week
they held a teleconference with the manufacturer reps. Such self serving
twaddle I've seldom heard. I told Steve I wouldn't be part of it, and it was in
his best interest to keep me away from that bunch. As I once told one of the
top level managers, “I’m thrown out of more places by 1 pm on Monday than your reps
see in a week”.
My
response to all the criticism? The phones are ringing. The inside sales people
are happy. Income is keeping ahead of expenses. You want to be Debbie Downer?
Go somewhere an fuck yourself because I’m not listening.
One
call will always stand out in my memory, the LKQ company. LKQ is the major
automobile dismantler and seller of used parts in the country. They also sold
our engines. We were asked to give an early morning presentation to their
inside sales force. Cody Lance and I were tasked. Remember my remark about one
or two throat ripping killers? How about a room full? Never have I encountered
so many top people. It was a privilege to give them a fifteen minute
presentation followed by twenty minutes of intelligent and pertinent questions.
I think we did an ok job. A year later LKQ bought control of ATK Engines.
Our
major competitor was Jasper Engines, a fine company with a fine product. Their
spiffy sales force drove new Dodges and were well dressed. I wore Wranglers and
a long sleeved shirt. They proudly parked in front of the business. I parked
far away from any potential customer parking spots. Think, dammit! You want to separate
the prospect from his money. Yeah, you are giving value. He is looking for a
customer to come in and give him money. Think he will love you for filling up
his customer parking spots? Are you that damned important?
Over the years I've made important sales because I was willing to walk a half block. Sitting on the other side as a manager, I can tell you the person who tied up my customer parking better be the best salesperson in the world because they were starting way behind while the ones who showed some respect and consideration by where they parked were people I wanted to talk with. They had something on the ball and maybe they had something I could use to make money.
In
sales, you must be strong enough to occasionally show the customer the
mistletoe on your coat tails. A vivid memory is from a NAPA
store in Levelland, TX. Smart ass thirty something grandson of
the owner kept me waiting. Ok, part of the game. Then he said, in a snotty
voice, “I get my engines from……, so???????? (Implying why don’t you turn tail
and git?)
My
response? “NAPA
is a major customer, but not our only customer. As a courtesy to NAPA, we always call on the NAPA store first. Be assured, before this day
is over, I will find someone in Levelland,
TX interested in my engines”.
After that reset, we had a two minute conversation. I can only guess what
conversation the grandfather had with the grandson after I left.
All
things come to an end as did Steve’s deal with Butterfield. I had other things
that interested me and moved on. Still, it was an experience. I was in places
as diverse as Fargo, ND,
Alpine, TX, Cortez, CO and Jackson
Hole, WY.
A
word of caution to those who might be foolish enough to emulate me. I would
have been far more “successful” in business by being more cautious and cunning.
I always operated about one needle width off redline with little care for what
others thought of me. Money was never my God, and never was my primary
motivator. I never agonized over decisions. Rather, I shot from the hip. If you
were to summarize my business career with only one word, that would be “unbalanced”.
At the end of the day, I can say I’m at ease with how I've lived and what I've done. My motivator was, and is, results. YMMV