Fix What Ain't Broke

always the safer, preferred choice. It's always safer to maintain the nonpainful status quo than it is to take a major risk.

Okay, you have analyzed the reasons why this parficular customer isn't rushing to order your LAGS. Now what?

Your solution is based on your analysis of the reason why they don't buy. If the reason is the customer views the benelit of changing us not worth the effort, then you must either reduce the effort, or increase the perceived benefit. Offer to do as much of the work of changing as you can. Provide all the information in an ecsy to use format so that it is easy to put into the computer. Offer to write the memo announcing the change, to train all the employees in the details of the new thing, etc. Make it less costly in terms of time and effort

Or, make the benefit appear bigger and more attractive. Do some financial justification. Show the impact on processes and the customer's customer. Make your product even more compelling.

If the reason they don't buy is number two. your best hope is to convince the customer that the change won't jeopardize the existing relationship. Minimize the impact on the competitor. And, again, maximize the benefit of your product.

This is the most difficult situation to deal with, because the reason they aren't buying is something about which you can't do much-a relationship with a competitor. You may be reduced to the fall-back position of last resort-proactively wait for something to change in your customer's relationship with the competition.

If the reason they don't buy is risk, your strategy is to reduce the perception of risk. Remember, risk is perception, not necessarily reality. The problem is that the customer perceives there to be risk to him in the decision to buy. So, reduce the customer's perception of risk by using a combination of risk-reducing tactics. Make the product seem more real by having him see it in operation in a different customer's environment. Back it up with written guarantees and warranties. Make it seem like a lot of people have successfully used the product by having pictures of other customers using it. Acquire letters of recommendation and testimonials from other customers. Anything you can do to have someone else, beside yourself, say good things about the product is a worthwhile eflort. Bring the customer into your facility, and let him meet the people who make things happen for you. All of these things reduce the risk to the customer.

One final thought: Understand that our customers are far more motivated to take action by the avoidance of pain than they are the acquisition of some benefit. We are so uscd to talking about the benefit of our product to the customer. and that often falls on deaf ears. Far more powerful is the perception that our solution makcs some intense pain go away. If you can identify some significant pain that the customer is experiencing, and show how your LAGS makes the pain go away. you will have provided the customer significant motivation to shove all three of the above reasons down the list.

- Dave Kahle is a distribtttiott ittdustryt'bcused consultant, trainer ancl author tl' nine books, including, How to Sell Anything to Anyone Anytime. Reach him at ( 6 1 6) 15 1 -9377 rn' wtt w.davekahle.com.

We've been in the redwood lumber business for 67 years and our reputation as a reliable supplier of top-quality lumber is as strong now as it was then. We produce a wide range of grades and dimensions, custom cut timbers, pattern stock and fencing. Order full, mixed, or partial truckloads.

New Owner for PanelTech Mill

PanelTech Industries, Hoquiam, Wa., which filed for bankruptcy protection a year ago, has been sold to Little Green LLC. Hoquiam.

"We certainly didn't want the jobs to leave." said new co-owner Gale Dahlstrom, who co-owns other wood products firms in the area. "Basically, we got into it because it looked like an outside firm was interested in purchasing it and perhaps moving it."

According to Dahlstrom, the company got its start as Harbor Plywood-which developed a new type of Douglas fir plywood made with waterproof hot-pressed resin in 1934. "We're still running that same plant today," he said.

PanelTech, which began in 1996, made solid-surface phenolic resin paper composite products under the Paperstone, Rainstone, and Stonekast brands for kitchen and bath surfaces and other architectural applications.

The new owners also negotiated with the Port of Grays Harbor to extend the current PanelTech lease.

Dahlstrom said he intends to keep all current employees, including management.

Power Tools Sales Perk Up

Global power tool demand is forecast to increase 4.67o annually through 2016 to $28.1 billion, bolstered by the rebound in U.S. home construction. according to a new Freedonia Group study.

China has become increasingly important over the last decade, as both the dominant producer and a big user of power tools. From 2001 to 2011, production in the country more than doubled, while demand quadrupled.

India will increase at the fastest rate of any country. growing more than l)Vo per year through 2016.

Cordless electric tools will enjoy the most robust growth, rising 8.37o annually to 2016. Cordless tools will continue to replace plug-in models, as technological improvements have shortened the power advantage that corded tools once held.

In the aggregate, electric power tools account for the majority of all power tool demand, as they are used extensively by both professionals and consumers in most applications.

Professional demand, which accounted for 7O7o of worldwide power tool sales in 2011, will outpace consumer demand throueh 2016.

At PLM, we understand that you need an insurance company with property and casualty insurance products and services that you can trust today and tomorrow.

For over 'l OO years, our experts have been providing quality claims and risk management services to the lumber, woodworking and building material industries. Remember, "you get what you pay for." We understand wood. We know your business... because it's our business too. Wood is all we do.

lf you're looking for quality and value from your insurance provider, please contact us at 8OO.752.1895 or log onto

fohn K. Smith, CPCU President and Chief Executive Officer

Michael Harold "Mike" Logsdon, 63, president of Fontana Wholesale Lumber and Fontana Wood Preserving, Fontan a, Ca., and Cal Coast Wholesale Lumber and Coast Wood Preserving, Ukiah, Ca., died Jan.27

In the early 1970s, he joined his father's wood preserving businesses, Coast and Valley Wood Preserving, Turlock, Ca. An engineer, he designed and built the Fontana treating plant in the late 1970s.

Richard Francis 66Dick" Kennedy, 94, former owner of Kennedy & Sons Lumber. Fresno. Ca.. died Feb. 6 after a brief illness.

Before and after serving in the U.S. Army Air Corps during World War II, he worked in the Fresno area lumber industry. Later, he joined his father's wholesale lumber brokerage, taking the business over with his brother, Wally, when his father died in the early 1950s. They retired in 1980.

John M. ttJack" Lawrentz,76, retired owner of Westwood Lumber, Moraga, Ca., died Jan.29 in Walnut Creek, Ca.