Developing a Competitive Edge in Sales

When Paul Lunsford, CPMR, reflects on his decision in 2001 to engage a sales coach for his team, he has no regrets about the time, effort, and expense involved. As the president of AIM/R-member Manufacturers Marketing, Inc. (MMI) in Westfield, Indiana, Lunsford views continuous rep training as a crucial strategy in maintaining a competitive edge.

"My philosophy, and the philosophy of our agency, is that no one in our organization should ever stop learning," Lunsford states. "The catalyst for that philosophy is a simple one. If we're not trying to constantly develop a competitive edge, then we're leaving an easy mark on the ground for our competition."

Lunsford emphasizes the importance of controlling what can be controlled, such as the education of his team. MMI has consistently focused on keeping team members well-trained, starting years ago with basic sales training and progressing to attending seminars by renowned speakers like Zig Ziglar and Colin Powell.

However, despite the motivational boost from these large events, Lunsford and his team found they retained little and saw no improvement in performance. This realization led to a shift towards more effective training methods.

More Focused Approach

Recognizing the need for change, MMI adopted a more targeted approach to training. Lunsford describes two key strategies:

Executive Reads

The management team began by reading and discussing influential books, aiming to develop a unified vision of excellence. Although this did not initially meet their goals, the practice of executive reads continues.

Professional Sales Coach

The most transformative step was hiring a professional sales coach from Growth Dynamics. Despite a brief cancellation following the events of September 11, 2001, MMI resumed the contract, leading to significant improvements in their sales strategy and team cohesion.

Developing a Competitive Advantage

Annual meetings with the sales coach proved costly but beneficial, helping MMI to develop a unified strategy that enhanced customer relations and internal operations. This new approach not only increased MMI's business growth from 11 percent annually to 21 percent but also improved their efficiency and effectiveness in closing sales.

Closing a Major Customer

Lunsford shares a personal success story of converting a major customer, a task that had eluded him for four years. The training provided him with the confidence and skills needed to successfully make the sale, which significantly benefited MMI.

He also highlights the importance of the CPMR program and the value of networking within the AIM/R association, emphasizing the benefits of continuous learning and understanding industry dynamics.

Lunsford concludes with a strong endorsement of ongoing training, warning of the risks of complacency in a competitive market. His advice to any skeptical reps is clear and confident, inviting them to compete against him to see the effectiveness of continuous training firsthand.