Leverage selling

f, ncHtntroes ( Greek mathematician, 281 B .C.-212 B.C.) la.said. "Give me a olace to stand and a lever and I can move the world."

Why do two salespeople working in identical markets, with identical inventories, and identical customers, have different results? If it is a question of talent, desire or hard work, the answer is obvious.

I refer to a sales mystery. I am talking about the seller who is talented, does work hard, and ftas sales skills. Sometimes the salesperson performing at a lower level actually works harder. What explains his lower production?

Why does he consistently perform at a lower pace than his partner who is not more personable, smarter and does not work harder? What is the differentiator? Archimedes may have the answer.

We were raised on hard work. We were taught that hard work and education overcome all. True to a point. Education and hard work will give us an opportuni4' to live well. But hard work and education alone will not put us in the league with the master sellers and big-time producers. Hard work and product knowledge alone are not the answer. Salespeople know this. Many "hard workers" fail in the sales business, while some (to the naked eye) easygoing salespeople are massive producers.

Often the difference is our use of leverage.

Ghasing or building?

We must hustle and work hard for business. We must have a sense ofurgency. A "nose for the money" is key, but hustle alone is a singular strategy and not the way of the master seller. Many salespeople chase orders instead of building a business. They chase the hottest markets and products. This is an energy game. Nothing is built. We can make a living with this strategy if we are talented, but we are not building a base business (fulcrum). Five years in the future we will still be "hustling" for orders, while our partner who stayed with a certain customer group or product, while they hustled, built a base business (fulcrum) which they can now leverage to produce twice as much with (seemingly) the same or less effort.

What are you good at?

Relationships/Customers. We are making 80% of our income from fewer than 10 relationships. Take a long, hard, analytical look at your top 10 relationships and begin to build your leverage with them.

Simple yet profound analysis: Time Spent vs. Income Received. Measure exactly how much time you spend with each customer and how much income you receive from that relationship. It seems simple, but it will reveal where we are most leveraging our time and skills.

You are in a competitive market. Customers are doing business with you because you are doing something right; you are bringing them a competitive advantage. Now sell/ leverage that advantage to others.

When we prospect we will look for similar customers. We will start stronger/faster with them because we know we can help them. We have proof. We are already helping others just like them. This creates positive momentum while adding to our fulcrum. Sales is a competitive business. We will always have to hustle, so let's build a leverage base for ourselves as we compete!

Products/Services. What am I currently selling? Who else can I sell it to? Which other industries will use this product? Our expertise in this product will create the same positive momentum our relationship leverage does for us with the same long-term benefits of building our lever.

Geography. "Better a fool in his own town than a wise man away from home" goes the Spanish proverb. Freight, logistics and just knowing a guy who can get that done is a leverage advantage built by the seller who learns his territory like the cracks on his fingers.

Market Position. A friend to everyone is a friend to no one. We cannot be the best at everything. Figure out your position and be the best at that. The producer, retailer, re-manner, distributor and office wholesaler all have positions (fulcrum points) in the market. The master seller in any organization understands their individual as well as their company's strengths and sells to and builds on them.

Hard work and leverage. When we combine our daily sales energy with Archimedes' principle of leverage, we will move the world!

James Olsen Reality Sales Training (503\ 544-35',t2 james@realitysalestraining.com

Plum Creek Restarts Montana Sawmil

Plum Creek Timber's stud mill in Evergreen, Mt.-closed since 2009was scheduled to resume operations on April 1.

"While the recession took a toll on Plum Creek's manufacturing business, lately we have witnessed a slow but steady improvement in the marketplace," said vice president Tom Ray. "What's really been the changing factor is the dramatic increase in the price of studs."

City Mill, twitei, Hi., had its roof torn off by sudden high winds that ripped through its yard March 17.

Weaver Lumber, Redding, Ca., is joining True Value Hardware, in an effort to expand its predominately pro business to consumers.

Ace HardwEIO, Watsonville, Ca., is liquidating its 19-year-old store on Freedom Blvd. as it prepares to relocate June 1 to a larger facility down the street.

True Value Hardware. Yetm. Wa., is closing after 72 years of family ownership. Operator Scott Demich blamed the poor economy.

Ace Hardware, Casa Grande, Az., has relocated to a larger, 9,950-sq. ft. storefront.

Owner Jan Blanco also holds Aces in Tempe and Chandler, Az.

Orchard Supply Hardware submitted plans to replace its oldest unit-a 67-year-old store in San Jose, Ca.-with a new 48,603-sq. ft. building with garden center.

The cunent 26,000-sq. ft. building "has an awkward layout and was added onto over the years," said marketing director Rick Saunders. "lt's eclectic and hard to get around."

Lowe's confirmed it will still build a 125,601-sq. ft. store with 31,544-sq. ft. garden center on 12 acres in Albany, 0r., despite a delay in starting construction.

Habitat for Humanity relocaf ed its ReStoI€ discount LBM outlet in southeast Portland, Or., to a more accessible, 22,000-sq. ft. location.

Anniversaries: Anawalt Lumber, Los Angeles, Ca.,90th ... Linda Mar Ace Home Center, Pacifica, ca., 60th...

As an example, a 1000 bd. ft. of kiln-dried Douglas fir or larch that recently sold for $200 is now bringing close to $400. Coupled with growth in the housing construction industry, Ray said, the economics were right to resume production.

"We expect to have about 30 jobs coming back to the mill," he said.

"We'll restart with one shift. We're trying to find the appropriate balance between log supply and the market."

Due to better market conditions, the company had already hired more workers at several other facilities, including plywood plants in Evergreen and Columbia Falls, Mt.

"Over the past year, housing has moved from being a drag on the economy to being a bright spot," said president and c.e.o. Rick Holley. "We are seeing improving demand for lumber and wood panels that is expected to translate into higher demand and pricing for logs in 2013;'