Unlocking Success in the Pro AV Industry: Understanding the Role of the Sales Manager

As we came upon finishing our fiscal year along with many of our manufacturer partners, I was tasked with working closely with our sales team to run down potential incoming purchases with us.  This brought me into the thought process of how complex a Sales Rep/Account Mgr./Territory Mgr. in our industry – and others – has become with advancements in technology, social media, and our everchanging world.

In the past, it was a rolodex, catalogs, and flyers – with your feet on the street and the phones to uncover new clients and build relationships. Today, it’s grab your laptop, use sales force or some other system, connect over email, network on LinkedIn, and don’t forget, be available using Zoom, Teams, and your cell phone 24 hours a day to respond to questions and assist with product recommendations.

Serving CustomersOf course, they have to keep up with product changes and technological advancements to offer good recommendations to you or me.  Yes, they can research the details, although your best sales professionals are ahead of the curve.  They want to be the ones to introduce the technology to you to be a true consultant in offering you the solutions. That’s their value, and they know it!

That means they have to integrate ongoing training into their day-to-day.  Plus, they have to keep up with their management about the status of the project and opportunity.  Let’s not forget about the internal company relationships, which are another real key component for a sales professional to fulfill their commitments.  They must have strong relationships to get things done, because if they’ve made a commitment, they have to deliver on the commitment.

Above all, time management seems to be a common skill among all sales managers. As detailed in Stephen Covey’s “7 Habits of Highly Effective People: Powerful Lessons in Personal Change,” the ability to manage time emerges as the cornerstone of success.

He explains, “Habit is the intersection of knowledge (what to do), skill (how to do), and desire (want to do).

This book has always resonated with me in both my professional and personal life. It’s been a constant reminder in my life with so many constant changes and focuses, whether it be on a personal or professional level.  Regardless, they are intertwined with each other, and you must be able to balance both, or most importantly, manage the imbalance when life commands of you.   Time is the single most important element in our lives and, at times, the most difficult to manage effectively. Stephen Covey’s recommendations for managing our habits for personal change help with time and priorities.   It’s a good read.

This crucial combination of knowledge, skill, and desire requires precise time management, as a sales manager must find the time to educate themselves on new technology and services, visit clients, and build a pipeline for new business, management, internal processes, and relationships – and don’t forget the paperwork in there, as well. Staying up to date on the latest trends and products isn’t just a choice; it’s a necessity in an industry that thrives on progress and innovation.

If you are in a position that supports the sales team, I encourage you to give them some love and assistance to make their jobs just a little easier!

I’m here to save them some time and give all my sales professionals a little extra time with their Panasonic needs.

Leverage Me As A Resource For Your Panasonic Needs

At Exertis Almo, we deliver top-notch service with expert product recommendations. Let’s get in touch to find the perfect Panasonic solutions for your upcoming project. Reach out today and let’s embark on this journey together!

Angie Greene
About the Author

Angie Greene | CTS, DSCE

Business Development Manager

Supported Manufacturers: ScreenBeam and Panasonic

The AV MBA | The Four P’s for the Everyday

If you ever take a marketing course, one of the first things you will learn about are the “Four P’s.”  These are the key elements of the Marketing Mix and encompass the four areas where advertising products and services should be directed:

  1. the 4 P's of marketingProduct
    • What is it?
    • Who needs it?
    • How and why is it different, etc.?
  2. Price
    • Anything having to do with setting the sell price.
    • What price will consumers be willing to pay?
    • Will it be a premium item or a value product?
    • High volume or custom pricing?
  3. Place
    • This can be a physical space, a specific media platform, or a vertical market.
  4. Promotion
    • How will the customers be made aware of the product offering and motivated to purchase?

Traditionally, the four P’s are included as a component of the Marketing Plan, similar to the Executive Summary and SWOT Analysis. However, it is not typically considered to be a useful decision-making tool for the everyday. Additionally, the four P’s are widely considered a marketing or advertising tool, and are not often used for other areas such as sales and business development.

When I was going to school for my MBA, I was a part-time student while also working in AV full-time. At the time, I was a Business Development Manager, and I was tasked with launching a new line of private label mounts for flat panel displays and projectors. To be completely honest, the product line was nothing special and certainly had no advantages over competing products in terms of functional attributes. Frankly, it were to be compared to competing products based on features and specs, the competition would win 10 times out of 10. From a pricing perspective, we could certainly be priced lower comparatively to other broad-featured brands, but there were plenty of “value brands” available already.

My task was simple: Figure out how to sell it.

Closing a SaleThe first thing I did was to put together a SWOT analysis.
See my last blog for more on SWOT.

Next, I decided to establish the Four P’s.

The Product seemed self-evident at first—display mounts?!?! But as looked back at the SWOT, the weaknesses of the product were overwhelming. I had to shift my focus to the strengths and opportunities columns. I kept coming back to the same few strengths and opportunities: dealer profit, one-stop-shop, private brand. As I considered these advantages, it occurred to me that I was not offering a physical, functional item. I was offering a tool that integrators could use to win more business. Essentially, we weren’t selling mounts, we were offering dealers a way to make more money.

priceWhen considering Price, I knew that we could not fetch the same price for this line that we would for a premium brand. I also knew that if we priced the product to be the lowest on the market, there would be no profit for the dealer and our product would be compared with cheap, inferior products that were not intended for professional use. Looking back at the newly defined product offer being a sales tool vs. a physical product, I looked at pricing in a similar way. Instead of a strategic price level—low, middle, high, etc.—it seemed to make more sense to again relate the price to the customer vs. the market. We would set a MAP (minimum advertised price) that was designed to deliver a significantly higher-than-average profit margin to our dealer. So, of course, the product had a price, but the focus was on dealer profit vs. end user cost.

Deciding the Place, or who and where we would sell the product was probably the most difficult decision. The easy answer would be to sell the product through as many outlets as possible, including online, to maximize sales. But if we were to do that, our dealers would face more competition and pricing pressure, which would result in less sales and profit. The decision was made to sell ONLY to professional integrators and NEVER to offer the product online.

Finally, it was time to look at Promotion. In the previous three P’s, we established our brand story, but now we needed a platform to tell that story. We deployed a direct sales approach that focused on communicating the value proposition—more sales—directly to the dealer. We would promote the product line through call campaigns, on all AV projects that included a display, in industry publication ads and during live tradeshows.

steady growthSlowly but surely, we began to see sales grow, and now twenty years later, the product line is still active, dealers are still making outstanding profits and end users have still never heard of it!!! Just how it was intended.

If you’re interested in finding out more about this product line, feel free to reach out to me directly. But this is not the right place for me to promote this product and we never advertise our price online.

Check out these links for more information the Four P’s:

Tom Keefe BDM
About the Author

Tom Keefe | CTS, DMC-D-4K, DSCE

Category Manager – dvLED

Supported Manufacturers: Direct View LED

The AV MBA, pt 3: S.W.O.T. It Out

I was recently asked to prepare a business plan. It is something I really enjoy doing, but not something I do often. In M.B.A. courses, the components of a proto-typical business plan are covered ad nauseam, and there are A LOT of steps to preparing one. Executive Summary, Situation Analysis, Target Markets, Demographics, Trends, Competition, Product Offering, Mix, Forecast, Strategies, Tactics. The list goes on. And on… I’ll be honest, it was great to learn and be exposed to the “generally accepted” principles of building a business plan, but in practice, I only use a handful of them in my role. By far, the S.W.O.T. Analysis is my “go-to.”

Kotler Keller definitions
Kotler Keller illustration close up
Kotler Keller diagram

(Yes, I have kept my old textbooks…)

So why the S.W.O.T.? First, it’s fun to say, “SWOT!” But really, I use it as a tool to help me come up with a systematic, structured approach to making strategic decisions. It can be used in a variety of scenarios outside of the formal Business Plan. Honestly, you could apply the S.W.O.T. to almost any problem or decision in life and it would be helpful.

But I digress, this is an AV blog, not a life coaching session. So how can we apply the S.W.O.T. outside the Business Plan?

Let’s consider the following scenario:

You just met with a prospective client that is considering upgrading their large staff training room to an Executive Conference Center. They have a large projector and 180-inch screen installed currently, and when in use, they have controlled overhead lighting to darken the room and accommodate the projection screen. This is fine for training sessions, but for executive sessions, the room will need to accommodate conferencing and collaboration, so having the lights turned down is not practical. In addition, a new training space will not be added, and the client would still like to be able to use the room to hold trainings when necessary. We need to design a space that includes the necessary technology, furniture, and layout that will accommodate the new environmental demands. Here is how we can apply the S.W.O.T. as a decision-making aid — or S.W.O.T. it out.

Executive Conference Center – Current State

S.W.O.T. Analysis table

As illustrated above, the S.W.O.T. provides a vessel to flesh out the pros and cons in a systematic way, that allows for creative solutions to arise. In this example, the strategy and tactics may look something like this:

meeting room displaysStrategy:

  • Create a high-end, executive conference room that leverages an aesthetically and technologically elevated environment to encourage collaboration and creativity.

Tactics:

  • Replace the existing projection system with a large-format, 21:9 dvLED display to eliminate lighting challenges and accommodate the MS Teams Front Row platform.
  • Install Modular furniture to accommodate several layouts and meeting formats.
  • Commission a Teams compatible video conferencing and unified communications system that includes PTZ cameras and overhead mics to allow for remote participation.
  • Remove window shades to accentuate skyline views and bring in ambient light to elevate the meeting room environment.

This is, of course, a bit of a crude example, but it demonstrates how the S.W.O.T. can be brought into the planning and decision-making process in a myriad of situations outside of the formal business plan.

I appreciate you taking some time out of your day to S.W.O.T. it out with me!

Here is a great S.W.O.T. resource: https://www.investopedia.com/terms/s/swot.asp

Tom Keefe BDM
About the Author

Tom Keefe | CTS, DMC-D-4K, DSCE

Category Manager – dvLED

Supported Manufacturers: Direct View LED

Coach’s Corner | Ep 3, The Art of Mentorship

As a self-described Office fanatic, I can always find moments from the show that seem all too real in our careers.  Surely, we have all met a “Dwight” or even worked for a “Michael” and it’s those similarities that keep bringing new fans to the show even though it ended over a decade ago.  While I would love to write an entire blog on my love of the Office, that is not the crux of why we are here.  As I began putting thoughts down for the 3rd installment of “Coach’s Corner,” I had The Office playing in the background and this particular episode gave me the idea to begin writing.  It was Season 6, episode 3, I believe, in which “co-managers” Michael and Jim are tasked with how to choose who to give out raises to when there is not enough to go around to everyone.  As the episode unfolds and Jim’s “reasonable” decisions backfire one after the next, you see Michael and Jim hiding in the office and Michael smiles and says, “I used to have to do these things alone”.  They then share a drink to calm down.  If you really dissect the moment, you might find a hint of respect from Jim to Michael as well as a tad of teamwork from Michael to Jim as they navigate the situation.  To me, that screams MENTORSHIP!  Whether Jim realized it in the moment, he was under the tutelage of Michael and while they didn’t directly acknowledge it in that episode, I think they finally got to that point later on when Michael left the show and Jim admitted he was the best boss ever.
The Office promotion scene
I believe that Mentors can come in many backgrounds and forms,
but they all have 4 Striking Similarities:

  • Relatability
  • Experience/Knowledge
  • Understanding
  • Compassion

As I approach the age of 43, I have several who I consider Mentors.  Brian Rhatigan, who hired a pro AV “unknown” and who not only gave me my initial training but also the reassurance that I was on the right path.  Rob Ziv, who I once complimented as “Audio’s Babe Ruth” and who could’ve easily run in the other direction but instead continued to push me towards bigger things.  Tom Kehr, who will talk my ear off about terminology that is foreign to me, but never shies away from the “teachable moment” and has always said he’s got my back.  Last but not least, John Fuqua.  In the midst of a merger between Exertis and Almo, I gained a teammate that I didn’t know I needed.  I remember immediately looking at John’s Linkedin profile and realizing he had more years of experience than there are days in the month and instantly I knew I was about to learn a thing or two.  In the 2 years since the merger, John, Tom, and myself have teamed up on multiple audio projects, shared opinions, stories, and thoughts as well as a few comical moments along the way.  Whether it be sharing a meal during one of our E4 Experiences or the occasional Zoom message about a project one was working on, I always found myself thinking, “I used to have to do these things alone”.

As we head into the next 25% of 2024, one of my goals is to simply pay it forward.  As I continue to learn from the “Brian”s and “Rob”s and “Tom”s and “John”s of the industry it becomes essential to continue the evolution and pass those learnings off to others even if it’s a quick note about “what not to do” so others don’t follow my same mistakes! Just as important as the mentorship is, there needs to be a willing “mentee”.  Someone who doesn’t hide from those teachable moments I referenced and who shares the same eagerness for self-improvement.  Much like how we might’ve asked inquisitive questions as children, I’m sure I asked John and Tom my fair share of “Why’s?” along the way.  It was their Understanding and Compassion that made it easy.

It is a bittersweet moment as I write this because John Fuqua will soon be retiring at the end of March.  I gave some thought to what an appropriate gift would be, then would get sidetracked by ideas of gag gifts – just to get a laugh out of him.  In 2-year’s time, I’ve learned about DSP’s, Dante, speaker placement, amp selection, room acoustics, mixer control, and so much more simply from being a willing student and John being the Relatable yet Experienced Mentor.  It was quite fitting that at his final E4 Experience in DC, he made sure I was comfortable with the audio setup for the event but made sure to tell me “Facetime me at the next show if needed”.

One of the biggest reasons why I think mentorship is so important is that I feel it’s a logical step in the self-improvement process, not to mention the road to growth and advancement, regardless of which is most important to the mentee.  While I noted the 4 Similarities that a Mentor has, I think there are 3 Traits that every Mentee should possess:

    mentor retirement

  • Willingness
  • Humility
  • Passion

At the very beginning of my pro AV career (and even to this day), I am humbled both by what I know as well as what I don’t know.  Gone are the days when I would be too embarrassed to ask questions, and part of that is due to my mentors being so willing to support my education.  If a mentee has a passion/desire for improvement and growth, then the willingness to learn should follow easily.  However, admitting you could improve is always a good stepping stone!

All of this brings me to the future. John, I promise I will not bother you while you are building hot-rods, milking cattle, or living life on a beach somewhere with your loving family. You were the teammate I needed in the moment and your teachings always were appreciated, even when you would sit back and watch my stubborn self figure something out on my own!  I wish you all the best in the next chapter and will forever be indebted to the discussions you took the time for.

“The delicate balance of mentoring someone is not creating them in your own image but giving them the opportunity to create themselves” – Steven Spielberg 

Enjoy this blog?
Let Rob know over on LinkedIn …and/or connect with #ExertisAlmo on our LinkedIn company page.

Robert Voorhees

About the Author

Rob Voorhees | CTS, CTP, DSCE, CTNS, Dante

BDM II – Technical Specialist

Supported Manufacturers: Business Communications Services, and Harman: AKG, AMX, BSS, Crown, DBX, JBL, Soundcraft, Martin Lighting

Coach’s Corner | Ep 2, Using Polite Aggression to Close Sales

What is the first thing that comes to mind when you hear the word “aggression”?  Perhaps you envision someone angrily pushing you or maybe even a football player fighting for the endzone?  Another answer that could come up is a pushy salesperson and something we all probably hate.  In this edition of Coach’s Corner, I set out to explain how there is such a thing as “polite aggression” and how we can use this skill to help us in our roles rather than further the negative thoughts I highlighted above.

Having worked in different sales-related roles in my career, I have experienced enough interactions with customers to know whether they will buy or not.  While “reading people” can be an art, there is nothing more definitive than hearing a customer tell you “YES” or “NO” in the end.  It might surprise you to find out that I do not mind hearing the occasional “NO” from a customer.  Everyone needs to make a decision that is right for them, me included, so if a customer tells me “NO”, for whatever reason, I will accept that and move forward.  The main obstacle that we might face is how to get to that definitive yes or no without pestering the customer.  The answer is to practice polite aggression and blend it with a level of persistence that serves a dual purpose, rather than a singular.  To help illustrate this, I have 3 methods of how you can make this practice work for you:

  1. The art of the Dual-Purpose “follow up.”
      I LOVE to follow up with people. It has always been a part of my job that I enjoy, and I’ll tell you why; It is because I am trying to offer a free service to my customers.  I view my customers as being extremely busy with millions of responsibilities on their plates, so it is my job to follow up with them, so they do not miss out on something (whether that be a sale price, promotion, installation deadline, etc.).  I will continue to follow up until the customer gives me that definitive yes or no that I spoke about earlier.  However, this is where the “polite” portion comes into the equation.  Your attitude and demeanor in the follow-up are what will differentiate you from being helpful or being that pushy salesperson.  You will need to approach the follow-up from a dual-purpose position which means if I contact you at the end of the month urging you to buy, it’s obvious I’m only doing this to obtain my sales goal or a bonus.  If I contact a customer in a manner of “I noticed a new SKU or promo that may help you achieve the budget you had set forth” it is serving a dual purpose.  I may still get that sale to help with my goals but I’m also helping you hit the budget you needed to meet.  Don’t be afraid to put in the work and creativity to identify that dual purpose and use it to your advantage….and the customer’s!

     CalendarMeetings

  2. Calendar Reminders are our friends.
      How many of us use our Outlook calendars (or others) to set reminders every week? I will tell you it has been a gift for me personally and has helped close sales in the past.  I once had a client tell me in February that they weren’t closing on their new lease until January of the following year.  Can you guess what happened next?  I set a harmless calendar reminder for a random day that following January and wound up closing a sale simply because of the reminder/follow-up.  This isn’t a new/fancy trick but rather something that I think more should be utilizing.  When speaking to a customer, another manner of being polite and aggressive is to let them know “Great, you mentioned your lease isn’t up for renewal until the following year so I’ll go ahead and set a reminder for both of us and I will check in with you at that time.  I’ll also set a note for myself to be on the lookout for any new discounts or holiday promos that might help ease any penalties or charges you could face in ending the lease early”.  Simple, effective, and more times than not the customer is pleasantly surprised to hear from you because it shows you listened and didn’t forget them.

     

  3. Setting deadlines and sticking to them.
      As a fellow customer, I will tell you there is nothing more annoying than when a salesperson gives me some type of deadline only to go back on it and create a new deadline. For example, back in 2020 when I was in the market for a new SUV, I had a salesperson tell me “This price will expire at the end of October”.  Only to have that salesperson call me in November offering the same exact price.  At that point, I had already bought a new SUV but his future credibility with me is now gone because I know he just wanted to make a sale.  As it pertains to all of you, it should be relatively simple. Do not give your customer a deadline thinking it will force their hand to say YES.  Certainly, if an item is on promo and you have a firm end date you should inform them of that.  But telling a customer something will happen, that then doesn’t happen is a bad idea and will probably do more bad than good in the long run.  I have experienced unhappy customers before because by the time they said YES, the price had changed, but once I was able to remind them of the previous deadline and give them details on why the price changed was still able to win the customer because of integrity and being polite throughout the situation.

These 3 methods are only a few of the things I use to practice “polite aggression”.  It’s about removing the stigma surrounding pushy salespeople and letting the customer know that you are there to support them and their needs while also serving your own needs in the process.  The key to all of this is getting “Yes” as much as possible, but even when a customer says “No”, I am still happy with that because it shows me that the customer was comfortable enough with me to deliver the news and they made a decision that was best for them.  I will also look to that customer for future opportunities even though the present one didn’t turn out as intended.  My challenge for each of you as we head full speed into 2024 is to practice one of the above methods or possibly create your own.  Follow-up is an essential part of any opportunity, regardless of your job function but don’t forget to remain polite and customer-focused during the process.

Enjoy this blog?
Let Rob know over on LinkedIn …and/or connect with #ExertisAlmo on our LinkedIn company page.

Robert Voorhees

About the Author

Rob Voorhees | CTS, CTP, DSCE, CTNS, Dante

BDM II – Technical Specialist

Supported Manufacturers: Business Communications Services, and Harman: AKG, AMX, BSS, Crown, DBX, JBL, Soundcraft, Martin Lighting

The AV MBA, pt 2: A Guide to Networking for the AV Professional

For a long time, I considered “networking” to be an extra-curricular activity that was not worth the investment of my time. I’m the type of person that craves immediate gratification, and I viewed networking as a long game. Finally, I don’t consider myself an extrovert, and the idea of proactively going out and developing relationships with people I didn’t know was intimidating. One person apart from a group of people

It wasn’t until started a new job in my mid-thirties that required me to network that I really gave it a second thought. My new role required me to build a book of business from the ground up in my local region. I was tasked with identifying new and upcoming AV projects and positioning myself to win those contracts. I had always worked on a national scale, so this was my first foray into focusing my efforts locally. The reality set in that I had been living and working in the same place my entire life and I had never taken the time to grow my local network. Better late than never…

welcome messageI needed to act fast, so I began joining every group that would have me! I joined the board of directors for my college Alma Mater, reached out to my friend that ran a large, local non-profit and got involved, contacted several local Chambers of Commerce and began attending meetings, researched when municipal planning board meetings would be taking place, and attended them armed with business cards. I even got in touch with a friend of mine in the metalwork industry who introduced me to the membership chair of two of the area’s largest construction trade associations.

Fast-forward to today, and I’ve pared down the number of groups I’m actively involved in. However, I don’t regret the aggressive approach as it gave me the confidence to go out and spread my networking wings. I’m proud to say that I have embraced networking on both the professional and personal level, and it has enriched my life exponentially.

To begin, let’s define what I mean by “networking” in the professional world:

networking diagramWhat is Networking?

  • Per Investopedia: The exchange of information and ideas among people with a common profession or special interest, usually in an informal social setting.
  • My definition: An opportunity to build professional relationships with different groups of people and expand your personal brand across a targeted group, industry, or field.

What isn’t networking?

  • The chance to make your sales pitch to prospective customers.
  • A short-term endeavor that delivers immediate returns.

Why do people network?

The key to success in almost every professional endeavor starts and ends with people. Successful people understand that they can’t achieve their goals on their own. They must rely on their team. Think of your network as your expanded team. All the people in your network are a part of your team, and you are a part of theirs.

Next, let’s look at why we should invest our time and effort into building our network.

  • The most obvious reason is to grow our business or our professional career. The good news is that developing professional relationships generally helps us with both specifically.
  • Establishing your professional brand in the industry, group, or professional community you are networking in. For example, my goal was to become the “Audio Video Guy” that came to mind for the entire Western New York region. Today, my goal is to be the “DVLED Guy” for the Pro AV Industry.

E4 Experience 2023 with Tom Keefe and Gary KayyeFinally, I’d like to address how to go about developing a professional network.

National / Industry

Attending trade shows and industry events is a great way to meet new people with similar goals. Personally, I prefer smaller scale events as they allow for more personal, one-on-one engagement. The next time you’re at a big trade show, pay attention to opportunities to connect with others at satellite parties and happy hours. If you are visiting a vendor booth, ask the representative your are speaking with if they have plans for the evening. Many times, vendors will host small events outside of floor hours to engage with prospective customers.

Local / Industry (AV Related)

  • Trade Associations
    • BOMA: Building Owners and Managers Association
    • Local Construction Exchanges
    • Municipal Planning Board Meetings
  • Create your own local AV Networking group

By working in the local AV industry in my home city of Buffalo, NY, I was able to make great connections through trade associations, like CONEX Buffalo and BOMA Buffalo. Exchanges similar to these can be found in cities all across the country. They typically hold monthly events that attract folks from all industries that serve construction projects. Not only will you be able to meet individuals from complementary fields (construction companies, electricians, office furniture suppliers, etc.), but you will be able to form relationships with the customers as well through groups like BOMA.

Additionally, I formed a group of local AV professionals in my area (vendors, integrators, distributors, and reps) and we would meet periodically over lunch or coffee to share any relevant news of projects we were working on or trends we were seeing.

Local / Professional

  • Chamber of Commerce
  • Boards – private companies, municipal, academic, non-profit
  • Charitable Foundations

While not directly related to the AV field, just meeting local professionals, and letting them know that I worked in AV would often spark up conversations. Everyone has experienced issues with AV and tech in general, and they are often quick to bring up stories. As the adage goes, every challenge presents an opportunity.

Social Media

Keeping up your professional presence on social media is important. The chances are, you frequent LinkedIn, Facebook, or Instagram on a regular basis. These platforms draw a lot of attention, but it’s a crowded space! By commenting on colleague posts and creating your own posts, you draw attention to your profile. I try to ensure that most of my posts are at minimum related to the industry I work in and preferably, directly related to my niche. The more often that I post, the better the chance that an industry peer or colleague will think of me in the future when they have an opportunity related to my field of expertise.

A few other points:

  • Networking can be awkward. That’s OK. Chances are it’s a little uncomfortable for the rest of the group too. What helps me is to remember that we’re all there for the same purpose.
    • It’s reciprocal. If you only come to the party to take and you never give, you won’t be invited to many more parties! Focus on how you can help others without expecting anything in return.
    • Patience is required. Relationships don’t develop overnight, and you can’t force them. You will need to invest your time, attention, and interest in others.
    • Proactivity is key. It is what you make it. If you go and don’t make any connections, you get nothing. If you make connections and don’t follow up, you get little. If you make connections, ask them if they would like to continue talking over coffee sometime and follow up, then you’re on the road to a relationship!

    Wherever you are on your networking journey, I hope this information gives you some ideas. As always, feel free to reach out to me directly on LinkedIn and we can continue the conversation!

    Tom Keefe BDM

    About the Author

    Tom Keefe | CTS, DMC-D-4K, DSCE

    Business Development Manager – Brand Specialist

    Supported Manufacturers: Absen

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