To answer this question, we chose a common denominator for
comparison. We decided to look at first-year sales figures
to determine which new products had been most successful
during the first year of introduction. (Some allowances
were made for variables such as potential market, economic
conditions, and the like.)
In looking at the figures, we discovered that the less
complex the product or service presented to our sales force
(in other words, that which is easiest to sell), the more
successful it was when introduced. For example, a large
quantity of a new, highly technical plastic sat on the
shelf, while, in comparison, truckloads of a new, clear
plastic sheet were shipped out to customers almost daily.
The reason? The clear sheet was considered easier to sell.
Our sales people could understand easily (since we
introduced it by keying on one outstanding feature) where
and how it was used and who needed it. On the other hand,
the new plastic was unfamiliar, complicated, and just a bit
awesome.
So, there it was in a nutshell. If you want to motivate
your sales people to sell a new product or product line and
do it successfully, then make it just as easy as you
possibly can for them to sell at every step along the way.
Applying what we learned to a new product line: identity
here is how we turned a new product line into multimillions
of dollars in sales the first year. You may find these
guides useful next time you introduce a new product or
product line. First, make it easy for your sales people to
know you have a new product to sell. That may sound silly,
yet how many times have you heard some salesman say, "But I
didn't know we even carried that product." So don't leave
them any room for excuses.
At Cadillac, the first thing we did was to build such
strong identity for our new line that it was hard to
ignore. We chose the trade name to encompass the entire
line of safety products that is required by customer as-a
result of a new law in the United States called
Occupational Safety and Health Act of 1970. The name
describes the product line clearly and precisely. Next, we
expanded the OSHA-Spec trademark by developing visual
identity. We created a symbol a somber yet professional
looking safetyman. Then, to keep OSHA-Spec highly visible,
we had printed new stationery, envelopes, and note pads.
We added the trademark to our inter house correspondence
forms and eventually to our corporate logo and corporate
advertising. We also had telephone stickers printed up, as
well as posters, and put Ollie's face on pens, matches, and
even on some office coffee mugs. The message got across.
It was easy for our sales people to remember safety
products because visual reminders were everywhere. The
symbol created awareness of newness and overcame resistance
to change. To reinforce the point that we were now in the
safety products business, we also had an official "debut",
complete with a ribbon cutting ceremony. We turned some
unused warehouse space into a safety products "showroom"
and invited our key suppliers, customers, and members of
the press to the grand unveiling. We took lots of pictures
and sent out press kits and even managed to get some
television coverage. Believe me, by nightfall there wasn't
a person in the company who didn't know we were in the
safety products business.
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Thotsaporn is the owner of http://www.groupfinance.org
where he provides finance information and resources.
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