Unleashing Game-Changing Half-Time Strategies for Unstoppable Victories

It’s June 30^th and the half-time buzzer is about to sound.  It’s
half-time for 2023, and I believe distributors should take note.  Since sports history is full of great half-time stories, I took a few minutes to reflect on some momentous events.  Here’s a sampling of three amazing half-time meetings:

·        Super Bowl 2017 - The New England Patriots were trailing the Atlanta Falcons by 18 points at half-time.  During the break, head coach Bill Belichick and his coaching staff made critical strategic adjustments to counter the Falcons' dominant performance.  The half-time adjustments paid off as the Patriots staged an incredible comeback, scoring 25 unanswered points to tie the game and force it into overtime.  Ultimately, the Patriots won Super Bowl LI in the first-ever overtime Super Bowl, completing one of the greatest comebacks in NFL history.

·        Super Bowl I 1967 - At half-time, with the Green Bay Packers trailing the Kansas City Chiefs, legendary coach Vince Lombardi delivered a simple yet impactful message to his team.  He famously said, "We've got to get back to the basics," reminding his players to focus on fundamentals and execute their game plan.  The Packers responded by scoring 21 unanswered points in the second half and went on to win the first Super Bowl.

·        "Miracle on Ice" 1980 Winter Olympics - Herb Brooks' half-time talk during the game against the Soviet Union was instrumental in motivating the United States hockey team.  His speech emphasized the players' hard work, belief, and opportunity to make history.  The team responded by playing with renewed determination and eventually secured a stunning upset victory over the heavily favored Soviets.

 

When I think about hockey, I remember that there are two breaks during the game known as intermissions.  Although I can't recall exactly in which intermission the speech occurred, the key point is that these mid-game breaks are when skilled coaches showcase their abilities by adjusting strategies and securing victories.

 

What does a good coach do during these half-time sessions?  Here are some thoughts:

1.      Assess the performance: Start by objectively evaluating the team's performance in the first half.  Highlight the positives and identify areas that need improvement.  Provide constructive feedback to help the team understand their strengths and weaknesses.

2.      Adjust tactics: If necessary, provide specific adjustments or tactical changes that can help the team capitalize on opportunities or overcome challenges.  Offer practical advice or tactical suggestions that can improve performance in the second half.

3.      Reinforce the game plan: Remind the team of the pre-game strategy and the goals they set out to achieve.  Emphasize the importance of sticking to the plan and executing it effectively. Reinforce key tactics, plays, or strategies that have been successful or need adjustment.

4.      Build unity and support: Reinforce the importance of teamwork, unity, and communication.  Encourage players to support and encourage each other throughout the second half.  Remind them that they are a collective unit working towards a common goal.

5.      Highlight the reward: Remind the team of the potential rewards or the significance of the game. Whether it's a championship, a rivalry match, or a personal milestone, emphasize what is at stake and how their efforts can lead to success.

 

It’s time for our own version of a half-time session.  Let’s look at what a distributor sales team might do using the same general headings as a sports half-time pep talk/strategy session.

 

Assessing Performance

It is important to understand whether you are winning or losing the game.  Without a two-story scoreboard off in the distance, we determine our situation. Using sales data, the numbers must be analyzed using the following points:

·        Which customers are up or down for the year? 

This works better if you look at this year to date, versus last year to date.  Comparing your numbers against goals is another good exercise.  

·        Did you see any changes within customer segments or industries?

This one requires some effort because the intelligent front ends of most business systems will not easily allow you to sort customers by segments or industries.  At the very minimum, some manual examination is recommended.  For instance, are OEMs serving the food industry up? 

·        Which products or technologies are up or down?

If it is not possible to examine sales by specific technologies, at least review sales by the manufacturer. 

·        Have there been any changes in supply, customer adoption, or other points which may have had an impact on your position in the market?

We are coming out of the Covid-driven supply chain crisis, but there could be some lingering changes in customer behavior.

·        Are there large opportunities/orders which have not yet materialized?

Consider these points.  How would you forecast the probability of success?   What are the chances the order will happen in the latter half of the year?  Are there factors that could impact the size of the order?  Is there a need to change strategy?

·        What seasonal aspects may impact the second quarter of the year?

·        Are you meeting commitments to key supply partners?

 

Adjust tactics.

Economic conditions shift, new competitors emerge, and other
factors may require a shift in tactics. Here are some things to consider:

·        Are there customers whose business levels have lagged because of some shift in their market?  If so, should time devoted to them be throttled back and invested elsewhere?  Create a list of customers impacted.  How will you drive this forward in the coming six months?

·        Are some types of customers increasing activities in the market?  Does shifting resources to capitalize on these activities make sense?

·        If there are products which are lagging last year, does it make sense to decrease your efforts on those products and better position them?

·        If there are marketing activities planned for the second half of the year, does the investment still make sense?

·        Supplier relations are also fluid.  Are there any issues with your key suppliers that should be addressed to maximize your success?

 

Reinforce your Game Plan

These types of reviews can easily create confusion within the ranks.  If you have a 3–5-year strategic plan, now is a good time to review the plan with your team.  If you do not have such a plan, you must consider the most important aspects of your business over the next few years.  For example, if your plan calls for better relationships with a few key supply partners, this could be easily forgotten as you scramble for new orders. 

 

The message is don’t allow short-term conditions to distract from where you want to be in the future.

 

Unity and Support

Now, more than ever, distributor sales effort is a team exercise.  Continuing with our sports analogy, teams have playbooks.  Each member of the organization understands not only their assignments but also how the activities of team members intersect with their own work. 

 

Now is a good time to review how your playbook is working.  For customers, this means a seamless interaction with your company.  For the supply partners, it means being able to instantly identify the right person for a follow-up.  For the team, there needs to be a strong understanding of each goal. 

 

 

Now is the Time.

Surprisingly, numerous organizations fail to initiate the year with decisive actions.  Often, annual plans remain dormant until well into the first quarter or even later.  This is the beginning of the second half.  We don’t have the luxury of time.  Start now and make your time count. 

 

This might be the perfect time to recall George Gipp, who played football for Knute Rockne at Notre Dame a century ago.  Sadly, Gipp died of strep throat back in the time before antibiotics.  Rockne memorialized Gipp with his famous half-time speech during the 1928 game with Army.

 

“Go out and win one for the Gipper.”

Frank Hurtte, Founding Partner of River Heights Consulting, shares his personal experiences with 28 years of "in the trenches" training and 17 years as a consultant.  He serves as a personal coach to industry leaders across many lines of distribution.  Hurtte has written hundreds of articles for national trade magazines and is nearly finished with his 6^th book.

 Frank is also a sought-after copywriter of marketing materials for technology companies.  His charismatic, yet laid-back, easy-to-follow manner makes him a favorite among public speakers.

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