OOPs


I forgot to count ten the other day: not good, not good. The execution of this goof was a perfect illustration of the steps described in Zimmerman's Zinger, Success Ladder Or Crash Ladder.

I was driving to an appointment. As I pulled to a stop at a red light, my cell phone vibrated. I made the first wrong decision: I pulled the phone from my vest pocket and noted that the calling number was not familiar. I then made the second wrong decision: I pressed the answer button. The caller's voice was bright and cheery; I instantly assumed it was a telemarketer. That was the third wrong decision. He gave his name while the light turned green. I did not listen closely, did not ask him to repeat (fourth wrong decision) and said,

"And what are you selling?"

"I'm not selling anything; you are selling me on stocking your book in our store."

I was too embarrassed to laugh; I wanted to cry; I hurriedly apologized, explained that I'd fielded several telemarketing calls already that day, and somehow pulled my fat out of the fire. I had avoided a "crash."

It will be a long time before I again answer the phone while driving.

Wes Zimmerman

Labels: communication, first impressions, perception, zingers

Wes Zimmerman Speaks On

The Perception Of A Difference




In the first five seconds of your first contact with a business or person, a perception forms in your mind.

You have absolutely no control over its formation.

You will have very great difficulty changing it after five minutes.

From that point on it will affect every decision you make concerning the business or person, including anything the business or person advocates.


Choose From Three Presentations

1. In twenty minutes Wes will help you to realize the truth of these statements. You will receive useful information on how you can improve the likelihood that perceptions of you and your business are positive.

2. In fifty minutes with Wes you will know how to apply the Perception of a Difference, both in your business, in whatever position or title you hold, and in your personal life as well. You will learn how you can make a positive difference everyday.

3. In one hour and forty-five minutes including breaks, you will appreciate the power of the Perception of a Difference and its effects on your business and life. Before his presentation Wes will ask you to educate him about your business, do additional research on your industry and then customize his presentation to your needs. You will realize positive results for many years.


Here are some comments from prior participants:

"I applied what I learned in your Inc. presentation "The Perception Of A Difference" and experienced a 40% sales increase [in my company] in 11 months."
CEO Maintenance Service Company.

"I flew 6000 miles to go to Club. It was a long, tiring trip. Your presentation by itself was worth the effort." President Software Company

"Since your presentation I'm doing the things I did 25 years ago and had forgotten. Sales are up 30%. I'm having more fun than anytime in 15 years."
Salesman Veterinary Supplies

"Your sincerity is motivating. When you speak to a group, you present ideas in such a way that people understand why they will work. Your "Perception Of A Difference Presentation" worked so well that when our people left the auditorium, they believed they could make a difference and they have."
V.P. Information Systems

"You're a man of integrity and that shows. You also have a wealth of information to give away. I appreciate how direct you are."
Marketing Director

"Wesley Zimmerman, I was in your Inc. Conference
audience, six years ago. I've never forgotten that
presentation. It was loaded with useful information.
One of our customers told me you were here.
I want you to work with my people."
CEO

I must admit it was a learning experience participating in your lectures. Though operations is primarily my responsibility, the information you communicated to all of us about being winners and how to respond to our customers, whether existing or prospective, will certainly be of help to me in the future.
Operations Mgr.


Contact Wes at wes@perceptionofdifference.com or call him on 480.628.2450
to discuss the presentation content of your choice and associated fees.


Throughout his life, Wes has been moved to help others. He's done this while successfully performing as industrial engineer, plant manager, salesman, sales branch manager, market planner, sales and business counselor. He mentors professionals, corporate executives and individuals in all walks of life. Wes is an accomplished speaker and author of numerous articles. He has written and published the "Perception Of A Difference Quarterly", "Zimmerman's Zingers" and the book: "The Perception Of A Difference - The Power In Buying, Marketing, Selling, Customer Care," the first in a series.


Wes will make a difference in your life and your business.


Wesley W. Zimmerman
WZA Inc. The Business Enhancement Team
11060 N. 77th Street
Scottsdale, AZ 85260-5564
http://www.perceptionofdifference.com/

Labels: first impressions, perception, sales, success

Sales Compensation Plan Musings

I worked in professional sales and managed sales professionals for many years. In all cases my compensation was percentage-of-sales commission-based. I liked commission compensation because I controlled my earnings. I was never in a group commission arrangement and would not have accepted such, because I would not have been the sole determiner of my income. However, there are as many versions of commission compensation as there are grains of sand on the seashore.

My first professional sales job paid straight or "pure" commission. I paid all my expenses and received 16% of all sales, plus a desk, a phone, and secretarial help, when I chose to go to the district office. I received half of the commission in the month the order was entered and the remaining half in the month when the order was shipped: paid in one check at the end of each month. It was fairest plan I ever worked with: no one could mess with it by creating a new interpretation of it. If you could not sell enough and went hungry, you quit and found other work. Managing sales professionals under this plan was simple; you helped them to get the job done, you trained and supported them: You did this enthusiastically because your income was dependent on what your sales people sold.

Every other plan I worked with demanded interpretation and the happiness of the sales person depended on who was doing the interpretation and their level on the organization chart. The plan I liked best was one that gave me a monthly check, referred to as two thirds of "planned earnings" plus a check at the end of the year for the difference between the sum of twelve checks and the total commissions earned in the year. You also were paid for travel and living expenses including mileage in your territory. Managing sales professionals under this plan was the same as straight commission and worked well as long as the products being sold met the needs of the customer.

When the products did not meet the customer's perceived needs, or were no longer competitive managing became a series of tough decisions. You kept your best sales people because they could live on the monthly check until such time as the product was improved; hoping it would happen quickly. If the product would not support enough sales to cover the monthly check you either convinced management to write off the difference, or you tried to sell the sales people on accepting a reduction in the monthly check and hoped you could hold them. If a salesperson declined and quit you divided their territory "temporarily" among those that stayed expecting them to keep existing customers and thereby earn enough to cover the monthly check.

It was important to keep as many sales people as possible because they were your best communication line to the customer. The customer-salesperson trust relationship was key to learning how to improve the product so it would again sell. As manager I had to convince management that asking the sales force to accept reduced income while management did not reduce its own, was unethical since product shortcomings resulted from their failure, not the sales teams.

Success depends on supporting others and sharing the results of your own experience.

Wes Zimmerman

Labels: compensation, compensation plan, management, sales, success

I Came Back Because ... May 2007 Zinger Preview


Ever wonder why your customers come back year after year and happily pay you for the things they need or just want? The Harley Davidson motorcycle dealer that put on a safety seminar recently, unexpectedly learned why during the seminar. I was there, listening, along with twenty-two others. It was a lesson the dealer will not forget; neither will you.





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Labels: Customer Satisfaction, previews, sales, zingers