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SHUT UP AND WRITE THE ORDER
You have to know when.

A fellow we once knew, and whom we'll call Fred, decided to become a salesman. He'd never sold anything except some raffle tickets when he was in the eighth grade, but old Fred was bewitched by an offer from the Bose Corporation to train individuals to sell their new product. He decided he could become a salesman for the Bose Acoustic Wave.
    Now it's important to get a few words in right here about the Acoustic Wave and Bose's unusual sales approach.
    The first generation Wave was a shiny, silver, high tec radio/tape player that delivered sound clear enough and bright enough to blast you out of your socks. And Bose sold it through direct sales only. You couldn't buy the Wave retail. You had to buy it one-on-one through a Bose Salesman.
    Now the Wave wasn't cheap. It cost around $800 and if you wanted a carrying case, it was 75 bucks more. But the commission on one sale could make a salesman pretty happy.
    Fred had to go to Bose school for sales training. The Bose people were particular about technique. Picky even. They wanted their salesfolk to follow a party line right to the letter because they knew that when their sales staff did that, the chances of a sale were excellent.
    Fred though he knew better.
    The first appointment he got to demonstrate the Wave couldn't have gone better! The prospect, who had been salivating over the Wave right from the start, was mightily impressed by the sound.the silver box blasted out.
    "I'll buy it!" he declared.
    Fred was furious to have his sales line stepped on and the process cut short. The sales speech was to be Fred's moment in the sun, and he very much wanted to hear what he had to say.
    "But you can't do that!" he cried in frustration. "I haven't told you all about it yet."
    After that first awful experience things just got worse. Fred went to great trouble to short-circuit prospect's attempts to purchase the Wave before the sales spiel ended, He alienated his customers. And worse—he bored them.
    Fred's career as an Acoustic Wave salesman for the Bose Corporation ended badly. He sold only two units, drove several prospects to other salesmen, then quit to sulk in bitterness and frustration.
    The moral: know when to shut up and write the order.

THE 80/20 RULE REVISITED.

Everyone knows the 80/20 rule: 20% of the people in any given organization do 80% of the work, contribute 80% of the revenue, show up 80% of the time. Conversely, 80% of the people do 20% of the work, contribute 20% of the revenue, show up 20% of the time. From volunteer organizations to the federal government, the 80/20 rule holds.
    You can probably site examples of the 80/20 rule in your company, business or club.
    Now consider applying the rule to troublesome clients or customers. 80% of your tsouris [headaches] come from 20% of the folks you serve, right? So if one or two customers are driving you crazy and are draining time and energy away from away from more reasonable clients, maybe it's time to politely—but firmly—part your business from this minority.
    Suggest that another firm or individual might might be better able to work constructively with the troublemaker. Offer to supply a list of your competitors.
    There—you've just killed two birds with one stone.

THE LAST LAUGH.

WHY CUSTOMERS LEAVE.
Courtesy of Target Marketing Magazine.

    • They die, or are no longer buying in your category.

    • They are unhappy with the price.

    • They are unhappy with the product.

    • They are unhappy with the way that they are treated.

Next issue of the Better Mousetrap will have a discussion on ideas to help keep customers from leaving.