PPB January 2015

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Lee McCubbin, CRM
Co-Owner
McCubbin Trophy & Engraving
UPIC: mctrophy
While teaching motorcycle safety
classes, I learned that the student is the
best expert. They are the best expert on
their skill and comfort level. Listen to
that. If a customer has already brain-
stormed an idea and made a plan, that
plan is what they will put their whole
heart into. Are there better or different
ways to accomplish your customer’s
goal? Of course. But you were not
invited to the brainstorming sessions,
and they came to you with a completed
plan. Your job is to do what they ask
you to do for them.
Of course we are all consultants as
well as retailers. If at any time I really
believed that a customer might fall flat
on their face using their own idea, I
would ask if they would like me to per-
sonally show them some “same price”
alternatives that they may not have
known about or considered. “Same
price” is a key here because you are not
upselling them. You are making the
offer to be a consultant to them.
Maybe they did not know that you
would be open to doing that. If they
are receptive to your offer, then gather
your promotion ideas and products and
go see them. If they are unreceptive, be
gracious and do as they ask. Remind
them that you are always available to
consult with them on projects. Send
them a “thank you for your order” card
and reinforce that you are willing and
able to be a member of their team in
the future.
John W. Patterson, MAS
Owner
Total Promotions Group, Inc.
UPIC: TOTALPRO
Probably the biggest contributor to
her accusation was timing. There must
be a trust factor in place or she wouldn’t
have called you about getting the info.
This might have worked a little better
if you had gotten the information on
the product she requested, and then
had alternatives ready, presenting them
in the same meeting after you had
prepped her with the answers to why
the alternative might be better. Over
the past 26 years, I have had several
instances where clients asked for some-
thing that wasn’t right (in my estima-
tion) for them because of image, quality,
price or whatever. Presenting the alter-
natives along with the original request
has not always worked, but most of the
time it did.
Chris Goes
President
Goes Lithographing Company
UPIC: GOES0002
You goofed. She wanted you to per-
form for her client. You agreed to and
should have ended it there—for now—
and sent the sample and your idea
enclosed with a note. Then let her use it
if needed. If it was not needed then you
got the sample order; if yours was cho-
sen then she wins, too.
David J. Hawes, MAS+
Geiger
Brand Architect
UPIC: geiger
This isn’t about product ideas. It’s
about the most important element in
any relationship: trust. No product solu-
tion on the planet can compensate for a
lack of trust. When clients know you
have their best interest at heart, they will
welcome your suggestions.
Joy N. Ferguson, CAS
President
Sterling Ideas Unlimited!
UPIC: STLNIDSU
Having experienced this same
dilemma early in my career, I have
adopted this rule: If the customer’s idea
will not make them look ridiculous and
it will not hurt anyone, I reassure him or
her that it is a fabulous idea.
If the answer is yes, then you might
ask: “Are you firm on that idea? Or are
you open to suggestions?” If firm, gently
suggest your reasoning. (It may be
harmful to young people, present chok-
ing hazards, or present difficulty in dis-
tribution, etc.)
Otherwise, my customer is brilliant.
And truly, most of my clients are on
target.
A daycare facility wanted t-shirts
for the parents. Thinking that there was
a better way to reach parents, we gave an
alternative suggestion. Guess what?
They purchased t-shirts elsewhere and
we never heard from them again.
When a client calls you for a spe-
cific gift, and you know he or she (and
the committee) have given it thought, it
will appear to the client that you are
immediately discounting the commit-
tee’s advertising savvy, and you may even
appear to be a know-it-all.
22 • PPB • JANUARY 2015 INNOVATE
DO YOU HAVE THE ANSWER?
QA Distributor Asks:
We have a client who has “relationships” with four different suppliers who
have granted them “distributor” status. This means they have cut us out of the
loop and are selling directly to our client. We can’t approach the supplier for fear
they’ll call the client. (This already happened inadvertently when we asked about
pricing—the sales rep actually called our client to complain.) Can you suggest ways
to handle this?
What’s your answer? Email answers along with your name, title and com-
pany name to by January 31, 2015, for possible inclu-
sion in an upcoming issue of PPB magazine.