Ever wonder what Tacos and Transformers have in common? Pizza and Pulling Lube?  What they COULD have in common is AI Marketing. A recent article in the Wall Street Journal discussed how YUM Brands, the owner of companies like Taco Bell, Pizza Hut, and KFC, uses AI-driven marketing campaigns to increase customer purchases and reduce customer churn. YUM uses AI to send targeted messages customized at an individual level, looking at factors like location, weather, time of day, day of the week, etc. They are also personalizing messages. AI utilizes pre-written messages and sends them based on the factors mentioned earlier. The goal is more personalized ads that are better-timed and speak to the customer rather than blasting them with generic, one-size-fits-all clutter. And guess what? We can do this in our industry.  Location: Let’s face it, Texas and Florida will need those industrial-size fans much sooner than Minnesota and Idaho. You could send messages to customers of your mo...

Kris Kringle, the jolliest boss of the North Pole, called a rare emergency meeting with his top elves. Why rare? Because the man believes in delegation and hot cocoa, not micromanagement. Yet, here we were: garland-lined gloom, cookie plates untouched, and Kris madder than a wet reindeer. The crisis? Supply chain chaos. Machines broken, parts delayed, sugar plums tasting suspiciously like spinach—classic holiday mayhem. And at the center of it all? A new procurement elf, Elf Pricedrop, whose cost-cutting suppliers had efficiency levels rivaling a hibernating polar bear. As Kris laid out the grim situation—Christmas potentially canceled—Elf Pricedrop took the floor, adjusting his fancy tie like he was about to drop some revolutionary wisdom. Instead, he dropped excuses. "We’ve saved money!” he cried. But the other elves weren’t buying it. Elf Evergreen, head of toy production, fired back: “We have machines down and parts are MIA. Your suppliers couldn’t deliver a sled in a snowstor...

In today’s business landscape, acquisitions and mergers are commonplace, with new partnerships emerging almost weekly. Yet, unlike the fairytale endings we read as children, many of these mergers fall short of a “happily ever after.” Why? While financial and legal due diligence is often meticulously executed, the human element is overlooked. This gap in planning can prevent the successful merging of two organizations.  Key Human Elements in Mergers: Addressing Potential Barriers to Integration Several human factors are  critical to the success of a merger and should be thoroughly evaluated and strategically aligned before formalizing the partnership. Several come to mind, and they can all derail the integration of the individual organizations into a new whole if not thoroughly vetted and a plan put in place to address the inconsistencies. 1. Organizational Culture: Cultural alignment is essential. If the merging organizations’ cultures are incompatible, one party may dominate...

Know When to Hold ‘Em “You’ve got to know when to hold ‘em Know when to fold ‘em Know when to walk away And know when to run” With credit to Kenny Rogers, who resembles my friend Frank Hurtte—I believe they once shared the same barber—I think of Kenny’s song “The Gambler” when faced with potential clients or customers that raise a red flag.  Parents, teachers, and mentors have likely told you to trust your gut. Sometimes it’s better to collect data and use it in combination with your gut instinct. Either way, when you are staring at a potential problem customer and your gut is raising the red warning flag, don’t ignore it. There are some folks out there that are simply not a good fit for you or your organization. Let’s unpack those various hands you might be dealt. 1.) High-Maintenance Mike:  Mike is not a good ole’ boy, Mike is a demanding toddler. He wants his part numbers and bin numbers on all his packages, he wants same-day delivery, he wants extended payment terms, a...

For years we've discussed the reasons for joining trade associations and the benefits of attending association meetings: Attending these meetings is essential for building valuable connections, staying updated on industry trends, and enhancing professional growth.  These gatherings offer unique networking opportunities, access to exclusive insights, and skill-building sessions led by industry experts.  Being active in associations also strengthens credibility and influence within the field, making it a powerful way to stay competitive and inspired. (It's a great way to get out of a funk or selling drought.) Plus, they're a heck of a lot of fun! You can count on off-site adventures and cocktail hours to keep things interesting. Plus, I've made some lifelong friends along the way. Most recently, I had the honor of attending the AHTD Fall Meeting. If you missed it, here is a quick video recap with Nikki Gonzales  from the Automation Ladies Podcast. Frank Hurtte is a huge ...

Like all of us, I have politics on the brain—my text messages and spam calls have been reminding me about the election for weeks! However, we can learn a few valuable lessons from politicians, which apply to trade shows and conferences.  Yes, it’s trade show and conference season. While some folks are busy counting down the days to Christmas, others are looking down the road and realizing the NAED Eastern meeting is coming up in January. It is not advisable to do all your holiday shopping on December 24, just as waiting until early January to prepare for the upcoming conference is unwise. Let’s discuss the best practices for trade shows and conferences so you aren’t doing the last-minute scramble.  Job 1: Plan and Strategize Job 2: Network and Take Notes Job 3: Follow up Job 4: Debrief your team Start planning early. Your conference is in January, in this example, so you had better start planning in October or early November. 90 working days before the event is the ideal time ...

In the interest of Halloween and all things creepy and scary, here are four signs your sales team might be zombies. Sales teams can sometimes resemble zombies, driven by habit and lacking strategic thought. These “undead” behaviors slowly drain company profits and undermine customer relationships. Here are four warning signs of brain-hungry habits, along with strategies to counter them. 1. Sale Zombies Don’t Understand Their Customers Successful salespeople align products with customer needs. However, many lack knowledge about how customers make money, their internal costs, or key challenges like labor expenses and material waste. Without these insights, they fail to offer meaningful solutions, missing chances to collaborate with specialists and partners. 2. Sales Zombies Don’t Recognize the Value They Provide Sales growth and commissions are not the real value of a salesperson's work. Strong sellers provide valuable services but often misjudge their economic impact, giving away c...

The higher you move up in an organization, the more out of touch you become with the customer. This is a challenge all leaders face. And while many accept it and do nothing, it doesn’t have to be this way. How can you overcome that risk?  Well, you could lean on a few well-trusted advisors, or your internal management information system (MIS). You could also commission surveys or focus groups. All of these options, while worthwhile, have an inherent bias. The advisors might have a hidden agenda, or pet project to promote. The MIS system has no bias, but the data is only as good as the program. If the data is too “big” you have a different challenge of how to analyze the data. Surveys and focus groups are only as good as the people conducting them, and the participants still have good reasons to present themselves in a positive light. So, what is a caring, customer-centric C-level professional supposed to do? Put on a costume or disguise and masquerade as a customer. That’s right—p...

Have you ever tried to waltz or swing dance with someone who couldn't match your rhythm or didn't know the steps? It can become a clash of styles or cultures, or, worse—somebody gets their toes stepped on. A similar thing can happen when a new hire doesn't quite 'get' the culture. Much like dancing, though, skills can be learned. I recently facilitated a panel on Cultural Quotient (CQ) where we discussed best practices for increasing CQ. This involved intentional learning, self-awareness of physical cues such as body language and personal space, and the willingness to adapt to new cultures. I have some amusing stories about what not to do based on experiences with insensitive former colleagues. However, it's more productive to focus on how employers can improve the onboarding experience and subsequently enhance retention and employee engagement by welcoming people into their corporate culture. Maybe someday in person, over drinks, I'll share a funny story o...

The leaves are changing, the stores are full of back-to-school gear and the kids are ready to learn. Are you? Many people get comfortable and think they know an industry, a customer, or an application. Just as there is always someone smarter, there is always something more to learn. I’m not just talking about technology, I’m talking about learning in general, and the need for a “learning mindset.”  What is a learning mindset? It’s many things. 1. A learning mindset equates to a lack of arrogance . You acknowledge the possibility that there is always more to learn or a better way to do something. Even as a seasoned rep agent, you will try the new CRM system and give it a chance before you reject it.  2. Have an open mind . Be willing to at least consider a unique perspective or approach to a problem or situation. You are willing to listen to your regional sales manager present a new way to approach the target market.  3. Take a positive approach to change . Many pe...

In my conversations with salespeople about sales call numbers, one common point is the need for more selling time.  For newer salespeople breaking into the profession, simply getting enough sales calls to build a territory can be challenging.   For the more experienced seller, not generating enough calls is less of a career shortcoming and more of a frustration.  They have mastered the products and technologies sold by their company and now feel their growth is limited by the natural time constraints of reaching customers.   For top-tier sellers, creating more sales time becomes an instrument to increase their dominance at major customers.  They plan to develop relationships with the dozens of potential buying influences at the account, but somehow find themselves constantly busy with existing contacts.  Try as they may, they are limited by their inability to carve out the time for what Stephen Covey calls “activities that are important but not ur...

So, you just got RIFFED—a Reduction In Force, aka a re- organization. You feel gobsmacked, mad, sad, rejected, among other emotions. But, as with other potholes in the road of life, you must keep moving forward. After receiving excellent advice in a similar situation, I can confidently share with you the 10-step RIF Survival Road Map. Take a day or two, but no more, to wallow in your emotions. Then, pull yourself together, and chart your path forward. As you do, remind yourself that none of this is personal. All good CEOs must make tough decisions, and that can involve cost-cutting. Appreciate what you learned, and the people you met, and focus on the positive. Set yourself up for success, personally and professionally. If you need to cut costs at home, do so. Put that wine club on hold, review your subscriptions, and cut out some of those non-essentials. While you WILL find another job, there is no sense in digging a hole and deciding on a new opportunity out of desperation. If you ne...