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 (EMAILWIRE.COM, March 24, 2010 ) Dallas, TX - A recent interview with Claire Evans, founder and CEO of amaZulu, Inc. (www.amazuluinc.com) about her companyÂ’s current operational processes inadvertently revealed some invaluable insights for CEOs. amaZulu sells, assembles and services natural architectural materials like bamboo for spa cabanas or thatching for zoo huts. The companyÂ’s changing business development practices offer five sensational methods for driving business performance during this seemingly endless recession.
EXPLORE new markets that may be overlooked by competitors. Claire and a and a colleague attended a trade show in Dubai. Like their competitors, amaZulu had not previously explored business channels outside the U. S.; however, the largest zoo in the world is currently under construction in Abu Dhabi, which could create extensive sales for amaZulu. Although Claire missed some critical deadlines for securing an immediate contract in Dubai, she did open the door for future business and learned new methods for conducting commerce overseas.
EXPLOIT less recognized capital funding resources. In need of additional funds to purchase inventory and secure an agreement for an exclusive product, Claire found all the big national banks unwilling to provide her with capital. On the advice of a friend, she called a smaller, community bank for help. These banks are more engaged in the specific needs of local enterprises and more willing to further their growth. Claire secured a small business loan in a timely manner from her local banker and secured the critical inventory she needed.
EJECT competitors from the market by securing exclusivity terms for certain products or services. Claire found a synthetic thatch material (http://www.amazuluinc.com/domingo-synthetic-palm-thatch.htm) featuring amazing attributes of great benefit to her clients. She successfully lobbied to secure the exclusive rights to sell the product in the U.S. and the Dominican Republic.
Her team actively marketed key product benefits: it is virtually maintenance free, often lasting 20-plus years compared to natural thatch that must be replaced every five to seven years. Inherently fire retardant and UV resistant, this product holds its golden color while natural thatch turns to a silvery grey within months. Exclusivity eliminated amaZuluÂ’s competition and attracted new customers to the company.
EXCAVATE hidden opportunities. During the slowest time of the year, Claire like many product based wholesalers, would normally reduce inventory orders to a bare minimum. This year, the strategy was to place comprehensive product purchases during off peak season to ensure a warehouse full of inventory when the selling season started.
“The company that holds the most inventory – wins,” exclaimed Claire, before continuing. “It takes three months for us to get product. Buying at the worst time of year ensured we could deliver product for our clients upon receipt of an order rather than three or four months later like our competitors.”
This strategy can be a bit risky because a firm is counting on business coming in, despite the economic climate, upon entering the sales season (despite the economy). This approach ties up capital during dry sales months. On the other hand, it makes a company look prepared and enables them to be responsive to attract new clients, and also help keep current customers happy.
EMANCIPATE your sales team from restrictive, conventional selling practices. ItÂ’s never good for the company rainmakers to perform poorly; it can be financially fatal to do so in a poor economy. Typical of many CEOs, Claire started to panic when amaZuluÂ’s customer purchases began to wane. She decided to interview three, seasoned sales managers in other industries, asking them two key questions. How do I keep my sales force focused and how do I keep them driven and motivated? The responses were enlightening and process changing. And change is exactly what Claire implemented.
First, she eliminated slow selling, marginal products from the inventory. Second, she introduced a performance enhancement point system. Essentially, fundamental sales steps are assigned points. For example, cold calls are one point, face-to-face meetings are two points, developing a customer profile is three points, securing a contract is ten points. Each week, the goal is to reach 20 points. This ensures that every sales person is focused on what matters. It goes without saying that this same, simple structure could be assigned to every job in the company, driving productivity and profitability through collective focus and efficiency.
ELEVATE the importance of each employeeÂ’s importance. Claire had everyone write his/her personal resume message. Think of it as a personal value proposition for the employee rather than for the company. Based on a model developed by Chuck Togias, author of Create Loyal Customers in an Unloyal World, (www.amazon.com) this exercise reminds all employees to communicate what they are personally promising to deliver to the customer. Put it in writing. Say it, sign it, leave it (or send it to the customer) and then deliver it. ItÂ’s almost like a personal performance guarantee that engages the employee to be personally accountable for his/her contribution to the customer experience.
EXPOSE new leads from old contacts by reviving the relationship you have with them. ItÂ’s expensive and time consuming to get a customer, so keeping them should be a priority. Claire, along with her entire team, decided to reconnect with their clients, to re-ignite older relationships that might have stagnated or been ignored. They reduced their cold calls and operational tasks to make time to get out from behind the desk and get out to the field. Personal visits enabled them to rediscover their clientsÂ’ real needs and challenges were and in doing so, to serve them better. It also made it easier to secure referrals for new business.
Product and service firms would be wise to learn from amaZulu’s new performance practices. The performance “E’s” are practical methods to eviscerate the competition and escalate profitability measures.
Platinum Rainmakers, LLC
Jet Parker
888-826-6789
jet@platinumrainmakers.com 
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