Canadian Electrical Wholesaler

Apr 29, 2019

Jeff MowattWhat words do you think customers would use to describe what it’s like when doing business with your company — responsive, easy, approachable? Or are they more apt to say rigid, robotic, bureaucratic? Customers of course prefer to buy from suppliers who are easy to work with. What might surprise you is even though as a manager you might think your company creates positive customer experiences, there may be several ways your organization is unintentionally turning customers off.


Often customers won't tell you about them, because they may not be consciously aware of them. What they will do is quietly choose a different supplier next time. See if these four subtle customer turn-offs are oozing through the cracks of your company’s foundations.


1. Punishing policies

We all know the importance of building a brand that instils feelings of trust. Unfortunately, when companies operate with restrictive customer policies, all that goodwill begins to crumble. Half the problem is the word policy. It implies rigid rules and regulations. To avoid this turnoff, customer-friendly organizations replace the word policies with guidelines. For example: “Delivery guideline: for onsite service, we typically schedule within x days. Let us know your timing and we'll see if we can accommodate.” Notice how the wording sounds like real people who are trying to be helpful. I’m not suggesting that companies abandon policies. Instead, dial down the legal jargon, soften the wording, and make it sound like your company is run by real people.


2. Complex contracts


In order to do business with your company, are there multiple contracts/rules/hoops that customers have to jump through? Do your contracts sound like they are written like you expect to be sued? As a general guideline I’d suggest that any contract for dollar amounts under $10,000 should be readable within five minutes. Worth 100k?  Ten minutes.


Problem is many organizations have lengthy multipage contracts — regardless of the amount at stake — forcing customers to spend way too much admin time. In other words, companies make their own customers resent doing business with them at the outset of the relationship. Bear in mind that lengthy contracts raise alarm bells that the company must have failed and been sued in the past or are anticipating future lawsuits. Hardly inspires customer confidence.


3. Disclaimer disconnect


No doubt you’ve received emails — or maybe even sent them — where at the bottom of the email in fine print there'’s a blurb stating, “This message is confidential and intended solely for the person named here... files may not be shared... blah blah blah.” These clauses imply that as the recipient you are legally bound to maintain some sort of confidentiality. It’s nonsense. Just because someone sends you an email that includes fine print at the bottom stating they don’t want you to share the contained information doesn’t mean you’re obliged to comply. It holds no legal authority or protection of confidentiality. What it does do is make the recipient (a customer) get the feeling they are dealing with a bureaucracy run by litigators instead of managers. If there is something you don’t want customers to share, then ask them to sign a confidentiality agreement up front. Other than that, you can't prevent a customer from sharing an email if they want to. So, don't bother with all the legalese for a simple email.


4. Faceless frontline


One of the most common customer annoyances — and easiest to eliminate — is when employees don’t identify themselves, in person or on the phone. As I point out in my Trusted Advisor seminars, more than basic courtesy, when you introduce yourself to customers and/or wear easily readable nametags, it tells them that you are someone who is comfortable being held accountable. Conversely, employees whose names are not displayed or readily offered seem to be hiding behind a veil of bureaucracy. It’s an easy fix that builds trust.


Bottom line question: What’s your organization really like to work with? Check your customer communications practices and see how your company could sound less guarded, and more like you’re open for doing business.


By Jeff Mowatt


This article is based on the bestselling book, Influence with Ease by Hall of Fame motivational speaker Jeff Mowatt. To obtain your own copy of his book or to inquire about engaging Jeff for your team, visit www.jeffmowatt.com. Watch for more articles from Jeff in future issues.

 

Rick McCartenBy Rick McCarten

What how much does the electrical industry have to improve to complete with upcoming disruptions in the supply chain?

In May of this year, the delegates at Electro-Federation Canada (EFC)’s annual conference voted on when our industry would be hit with supply chain disruption. The group collectively agreed that our industry in Canada has only three years to prepare for major disruption. We need to act fast!

 

 

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David GordonBy David Gordon

The rep alignment dilemma… whom to align with to generate sales? End-users? National chains? Independent supportive distributors? Any distributor who will support the manufacturer? The manufacturer? But, the bottom line becomes, what will generate sales to meet manufacturer expectations?

It’s complicated, and channel consolidation and channel diversification will make this more complicated.

 

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Stephanie MedeirosBy Blake Marchand

Stephanie Medeiros leads ABB Canada’s Electric Vehicle Charging Infrastructure team, as well as transit bus charging in the United States and Canada. She has been with ABB in various positions for 10 years, compiling a diverse skillset that includes work all over the world. 

After receiving a degree in Electrical Engineering from McGill University, Medeiros got her start in the industry by volunteering with the Canadian government as an electrical engineering intern, where she travelled to Peru to help improve their water treatment infrastructure. 

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Wholesale SalesWholesale sales rose 0.6% to $64.1 billion in June, partly offsetting the 1.9% decline in May. Sales were up in four of seven subsectors, representing 54% of total wholesale sales.

In dollar terms, two subsectors — miscellaneous, and machinery, equipment and supplies — contributed the most to the increase in June, while the motor vehicle and motor vehicle parts and accessories subsector posted the largest decline.

 

 

 

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Investment In Building ConstructionTotal investment in building construction decreased 0.9% in June to $15.1 billion, the first decline in eight months. A slight increase in non-residential investment (+1.0% to $4.8 billion) was offset by a decrease in the residential sector (-1.8% to $10.3 billion). On a constant dollar basis (2012=100), investment in building construction decreased 1.1% to $12.7 billion. Despite the monthly decrease, total investment grew 1.6% year over year in the second quarter.

 

 

 

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Changing Scene

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ImarkDuring the recently held IMARK Canada 2019 meeting in Niagara Falls, executives from 14 of the leading manufacturers in the Canadian electrical and lighting industry participated in the IMARK Canada Product Stampede on September 13th.

Select manufacturer executives had precisely five minutes to present a key product with superior growth potential to the members of IMARK Canada. Distributor member executives then rated each supplier based on the quality of the presentation and the perceived sales potential of the product being demonstrated.

 

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Endress+HauserEndress+Hauser has broken ground for its new $28 million Customer Experience Centre for Central and Eastern Canada. When construction of the approximately 47,000 sq ft facility in Burlington is completed late next year, it will provide customers from Manitoba to Atlantic Canada with a generously equipped, state-of-the-art training and support hub for selecting and familiarizing themselves with the company’s latest innovations for process automation.

Last week’s official groundbreaking included a traditional Land Acknowledgment Ceremony performed by Chief R. Stacey Laforme of the Mississaugas of the Credit First Nations.

 

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Ariel Technology Inc.Heritage Sales and Marketing Group was created in late 2015 by Jack Eva, the former owner and operator of Electra Supply Inc., a four-branch independent distributor in South Western Ontario, which he sold in 2012 to the Franklin Empire organization based in Quebec Canada. Heritage Sales is an active member at Electro Federation Canada (EFC) & Canadian Electrical Manufacturers’ Representatives Association (CEMRA).

 

 

 

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Peers & Profiles

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Lori BagazzoliBy Blake Marchand

Lori Bagazzoli, Regional Sales Manager for Viscor, is a 20-year industry veteran that has built an interesting career from the bottom up. Beginning as a 19-year old just out of college in customer service with EXM, she gained an intimate knowledge of the electrical and lighting supply business by working her way through various organizational levels.

“I was definitely able to learn the different roles, and understand all the different aspects of the business,” she said, “starting so young, I really had to put in my time to be able to move up.”

 

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Louis BeaulieuBy Line Goyette

Neither a Millennial nor a Baby Boomer, Louis Beaulieu embraces new technologies and new markets, but remains faithful to family traditions. He holds a bachelor’s degree in finance and a master’s degree in management from Laval University and is the General Manager of Ouellet Canada. A perfect profile for a career in the family business.

When I ask him if, as is often the case in a family business, he had always known that he was going to join the company, he replied, “Not at all. When I was young, I spent my school holidays at my older brother’s farm at Ile d’Orléans.

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Looking Back

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