In the world of sales, there are often no right answers. What would you do in this tough sales situation? Make the call below, and see instantly how your judgment compares. Final results will appear in LBM Journal. Be sure to check back next month for a fresh Tough Call.
Tough Call - Beat the Clock
That big new account is all yours— provided you can close it within two weeks.You’ve read about big, national builders expanding into market after market, but have yet to experience this kind of customer firsthand—until now. Mega-Lo Homes just announced that they’re coming to your market, and they have big plans for a series of subdivisions on the outskirts of town.
As your yard’s longtime sales leader, you were given the account with very specific instructions: get the business, no excuses. Obviously, this account would be a nice feather in your cap—and wouldn’t hurt your income any, either.
You’ve done your homework, and learned volumes about Mega-Lo Homes’ operations in other markets. Everything tells you that their needs and your capabilities are a perfect fit. Your game plan is in place; all you need is to meet them and help them make the right decision.
Therein lies the problem. They’ve rented temporary office space, but have yet to open up a physical office in town, or to announce the names of the people who will run their office in your market. At this point, the activity is limited to the loud public announcement of their impending arrival and a quiet search for the right property to buy and develop.
Meanwhile, Helena Handbasket— your boss, and the owner of the yard—is getting restless. Despite assurances that you are ready, willing and able to nail this business, Helena seems convinced that your competitors have somehow figured a way to get there first. She wants results—and she wants them now. In fact, she’s given you two weeks to deliver something tangible. Otherwise, the account will go to Dick, the aggressive new sales guy who has made no secret of the fact that he thinks he should have gotten this opportunity in the first place.
You don’t want to lose the opportunity to develop this account. And for the sake of the company—and your paycheck—you certainly don’t want to hand it over to Dick. The clock is ticking.
What should you do? (Hint: Punching Dick in the face isn’t recommended.)
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| Answer | Votes | Percent |
|---|---|---|
| Visibility | ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() | 50% |
| Watermark | ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() | 12.5% |
| Ignore It | ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() | 12.5% |
| Prosecute | ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() ![]() | 25% |












