14 ‘Business as Usual’ Tips, Part 7

Reading time ( words)

In this series, Dan Beaulieu will share 14 “business as usual” tips for selling without visiting customers during the COVID-19 outbreak. In this series finale, Dan explains the importance of keeping a sense of humor during times of crisis, and why this might be the perfect time to form a partnership with a company that sells a complementary type of technology.

Tip 13: Laugh

Laughter is important, now more than ever. On Sunday, we went for our weekly ride in the red Jeep. As has become our habit during these strange times, our big outing was to Wendy’s, which was 20 miles away in Augusta, Maine. When we drove up to the first window to pay for our order, the young man took our money and then surprised us by asking if we wanted to hear a joke. Surprised, but intrigued, we said, “Sure,” and he proceeded to tell us a very silly joke; after we finished chuckling, he asked if we wanted to hear another one, and he told us an even sillier joke, which—considering the times we are in—we appreciated. Then, he smiled and said. “You gotta laugh, right?” That young man made our day. Let’s take the advice of that high school kid in working the cash at Wendy’s: We gotta laugh!

Tip 14: Create a Partnership

A partnership is when two or more people come together to do something bigger than they could do alone. If you sell PCBs, find a design partner or a contract manufacturer or another salesperson who sells a technology different from what you sell. Look for partners who have something you don’t have and need something you can provide. Make sure you have good chemistry with that partner and that you are generous with each other. Finding the right partner and investing to make the partnership work will yield immense rewards in the end.

Editor’s Note: Read Part 1Part 2Part 3Part 4, Part 5and Part 6.

Dan Beaulieu is president of D.B. Management Group.




Suggested Items

8 Measures for Sales and Operations Planning in Turbulent Times, Part 8

08/12/2020 | Fane Friberg, CEPHAS
In this series, CEPHAS principal Fane Friberg highlights the interdependent elements of an effective S&OP process for leaders of supply chain management. While some companies tend to fall back on the status quo, Friberg highlights why it’s critical to actually increase the frequency of the S&OP rather than decrease the operations. He has reviewed the importance of staying committed, strategic imperatives, participation, technology, rough-cut capacity planning, suppliers, and financials. Today, he concludes with key performance indicators.

8 Measures for Sales and Operations Planning in Turbulent Times, Part 1

07/27/2020 | Fane Friberg, CEPHAS
Through this COVID-19 experience, supply chain leadership has had to pay specific attention to fundamental business practices. One of the most critical aspects has been the sales and operation planning (S&OP)sessions. Unfortunately, some companies, due to the uncertain times, have S&OP practices from their standard business model. However, it is more critical during these times that the frequency of the S&OP increase versus decrease to help navigate the turbulent times of the business. My intent is to highlight the interdependent elements of an effective S&OP process.

Gene Weiner: Lessons Learned From COVID-19

04/07/2020 | Barry Matties, I-Connect007
Barry Matties speaks with Gene Weiner, president and CEO of Weiner International Associates, about the electronics industry’s continued operation under COVID-19 restrictions and some of the lessons learned during this pandemic. One such lesson: Companies and nations must do a better job of sharing information to help prevent this from happening again.

Copyright © 2020 I-Connect007. All rights reserved.