Willy Loman might have set lofty goals for himself to succeed as a salesman, but today’s account executive is expected to leap tall buildings to service clients.
Formerly thought of as an order-taker, today’s salesperson must perform far beyond the traditional role of a salesman. Salespeople are obligated to handle everything, from educating the client on how processes work to coordinating sales and service, to resolving billing discrepancies, hand-delivering product and more.
“Every one of those requirements applies to my position,” says Julie LeMay, a sales engineer at The Timken Co. in Canton. “We’re expected to solve any problem — ordering, production, application, shipping, billing — we help in any fashion related to customer needs.”
Paul Benevich may have the title of account executive at Printing Concepts Inc. in Stow, but he manages every aspect of printing, from ensuring the customer understands the best quality paper and ink to use for the lowest price to making sure client files download properly for printing, to delivering the finished product and then some.
“In my business, a salesperson has to be more of a consultant than just an order-taker, because there are so many variables than can change the price dramatically,” Benevich says. “And since I consider it my job to save the client as much money as possible, that requires having the knowledge to anticipate potential problems before they happen.”
Benevich and LeMay concur that the goal of salespeople is to win business and keep clients happy. To do that, they must also act as decision-making CEOs. But they can only do that with the support of their organizations.
“Timken gives us the authority to represent our customer,” LeMay says. “We’re the customer’s voice, so if there’s something they need that’s out of the norm for Timken, we work to bend and change the rules to make things happen for the customer.”
As Benevich puts it, “My boss says that an executive is somebody who has the authority to change the rules in certain circumstances. So I have the responsibility and authority to change whatever the standard procedure is and do it a different way — the way you know the customer wants it done.”
In today’s competitive sales arena, more effort and knowledge are also required of salespeople so they can differentiate their products and add legitimate value to their services.
LeMay says that with the influx of steel bar producers and the decrease in product demand, the steel industry has become extremely competitive. That, in turn, places more demands on her as a salesperson.
“You must now set your company apart from the others by offering services like application support, cost cutting ideas and other value-added services,” LeMay says.
LeMay says today’s customer wants a single contact who can answer all questions and solve any and all problems related to the product. To be effective problem-solvers, salespeople must amass limitless knowledge about their products and services, their industries and business in general.
“I think almost all of us in sales are being forced to continually gain knowledge so we can answer every customer’s question,” says LeMay. “And we’re expected to know all sides of the business. A lot of sales engineers are now going back to school to get a business degree to be able to understand that portion of the business, so they can relate to customers.”
LeMay confides that she, too, is pursuing a degree, even though she formerly worked in Timken’s research group.
“That has helped me tremendously in the technical area, because we’re constantly being asked not just the typical sales questions, but we’re asked all the theories behind what we’re selling,” she says. “We’re expected to be technical experts, not just the people who make their steel get there on time.”
Benevich must also keep apprised of changes in production technology and techniques.
“As new pre-press equipment is developed and different computer software comes in, it can change the way you manufacture a piece,” he says. “I must also know how to best advise my customers about design changes they can make that will save them X number of dollars.”
Using the example of a piece designed for a mailing, Benevich explains that even a small change such as paper size and weight can dramatically alter the cost of production. And if it’s not designed in compliance with postal requirements, or if it’s folded incorrectly, it may be disqualified from postage automation discounts.
Benevich says he also acts as a consultant when a client is having a creativity crisis.
“A client might have an idea that’s vague and not very concrete, so you might have to spend a lot of time to figure out how to make it work, or to determine if it’s even possible,” he says.
Above all, says Benevich, a salesperson must serve as the client’s advocate inside the shop.
“I’m the one who walks the customer’s project through the entire process, making sure the artwork is done on time, proofs are delivered to the customer, the customer signs off, and that we print and deliver the job on time.”
With 25 years experience in the business, Benevich says a salesperson’s job today is completely different than it was 10 or 20 years ago.
“Back then, the customer’s expectations weren’t as demanding,” he says. “Now, because of technology and just-in-time delivery, companies want it right, and they want it right now.”
Diana McGonigal of Bruner-Cox LLP — a client of Printing Concepts — describes Benevich as “a salesperson who does whatever it takes to make things right.”
“I’m glad they think that, because that’s really what I do,” says Benevich. “The customer is the most important thing — and like the old saying, ‘The customer is always right’ — in any business, that’s how they should be treated.”
How to reach: The Timken Co., (330) 438-3000; Printing Concepts Inc., (330) 572-8200
