July Issue

InsideThis Issue:

Page 2No Monkey Business!

Page 3How to Use

Constructive Criticismfor Improvement

Page 4Whole Ball of Wax

Page 5Catalogs & Manuals:Info at Your Fingertips

Page 6In That Year

Creative EmployeeIncentives

How to Apologize andMean It

Page 7Book in Review:

How DidThat Happen?

Guess Who I Am

Page 8Tracking Your SalesWins (and Losses)

July 2010Your Sales, Marketing, and Business Management Newsletter

Sales Achievers

8 � Business Savvy

Tracking Your Sales Wins (and Losses)In addition to discussing the win or loss

with the salesperson or team involved(reviewing their relationship with theprospect, sales process involved, and whetheror not they anticipated the end result), yourcompany should also schedule a follow-upinterview with the prospect within two to fourweeks of the final decision. Explain thatyou’d like to learn as much as you can abouttheir buying decision.

Here are a few tips on what information togather when interviewing:• Ask what other companies were competing,and how your company compared (strengthsand weaknesses).• What was their perception of your companybefore entering the buying cycle? Did theirperception change? If so, how?•Ask prospects to rate your performance inthree key areas: sales team, salescollateral/tools, and product features.Be specific, such as asking them to rankthe salesperson’s product knowledge oraccount understanding on a scale of 1 to 10.

While it may be difficult to relive a majorsales defeat, tracking both wins and losseswill help your team to identify areas forimprovement and learn valuable informationabout your key competitors.

• Ask their opinion about your pricingstructure.• Ask what the selection criteria was for thefinal decision.• If a loss, don’t simply ask why you lost.Ask why they won. Was it price? Productfunctionality? Perceived value?• If a win, would they participate in atestimonial, case study, or press release?• What advice would they offer for workingwith them in the future?

If the prospect doesn’t have time for asit-down meeting or phone discussion,ask if they would consider filling outyour questionnaire via email at their ownconvenience. Following the interview, senda thank-you note to the prospect expressingyour appreciation. Also, be sure to schedulean internal debriefing meeting to discussthe interview information and focus onhow you can improve the next go-round.While you can’t win them all, your teamshould certainly give its best effort to try!

Address215 MTCS Rd.

Murfreesboro, TN 37129Phone

615.893.4290eMail

[email protected]

615.893.4295Web

www.WaxFamilyPrinting.com

Wax Family Printing is the onlyCPrint™® certified printer in Middle

Tennessee.

published monthly by

Wax Family Printing, LLC

STANDARDPRE-SORTEDU.S. POSTAGE

PAIDMurfreesboro, TNPERMIT NO. 86

Jeff Carlton Sales

Business Quotes


� Strictly Business

July 2010 � 7

Books in Review� Guess Who I Am

As a follow-up to best sellers The Oz Principleand Journey to the Emerald City, authors RogerConnors and Tom Smith present the third book in theiraccountability trilogy, How Did That Happen?

Connors and Smith are partners and founders ofPartners In Leadership, Inc., a company that specializesin accountability training and education.

Their book not only explains how to hold othersaccountable, it also provides an array of practicaladvice that can be easily remembered and applied inday-to-day situations. By following a series of stepscalled the “Accountability Sequence,” readers are givenclear-cut techniques to help them achieve successfulaccountability.

TheAccountability Sequence includes two essentialcomponents: “The Outer Ring,” which explains howto establish expectations and positive accountabilityconnections; and “The Inner Ring,” which explainshow to manage unmet expectations when people fail todeliver and correct the missed results.

Not only can this book give a new perspective on thedreaded topic of accountability, it will also help leadershave more empowering conversations and offers aninspirational resource for developing creativity andinnovation in the workplace.By Roger Connors and Tom Smith

Born in Albany, Georgia, in1947, this woman graduatedfrom Albany High School in1965. She was married that sameyear and worked as a bank tellerand homemaker. In 1989, shedivorced her husband.

Left with only $200 to hername, she packed up her two sonsand moved to Savannah, whereshe used the cooking skills shelearned from her grandmother tostart her own catering businesscalled The Bag Lady, where sheprepared fresh sandwiches andother meals to sell to downtownbusinesses and doctors’ offices.Because she suffered from anxietyand agoraphobia (the fear ofpublic places) after being held atgunpoint during a bank robbery,her sons delivered the meals.

Her down-home, Southerncooking skills were wildlysuccessful, causing her to quicklyoutgrow her kitchen and beginworking for a local restaurant.The regional specialties sheprovided became the talk ofthe town and influenced her toopen her own restaurant, whichreceived many accolades fromcritics and media alike.

She then wrote severalcookbooks, appeared on QVCand The Oprah Winfrey Show topromote them, and later got herown cooking shows, for which shehas won Daytime Emmy Awards.

This successful chef,restaurateur, writer, and TVpersonality is found somewhere inthis issue of Business Savvy!

How Did ThatHappen?Holding PeopleAccountable forResults the Positive,Principled Way

“The greatest mistake you canmake in life is to continuallybe afraid you will make one.”—Elbert Hubbard

“If your ship doesn’t come in,swim out to it.”—Jonathan Winters

“Character is a diamond thatscratches every other stone.”—Cyrus A. Bartol

“Most of the shadows of this lifeare caused by our standing in ourown sunshine.”—Ralph Waldo Emerson

“Those that make the best use oftheir time have none to spare.”—Thomas Fuller

No Monkey Business!While it may seem like we

perform creative tricks whenit comes to meeting tightdeadlines, the team at Wax

Family Printing doesn‘t monkeyaround. However, we will helpmake you the star of the show!

Wax Family Printing, LLC Wax Family Printing, LLC

July 2010 � 36 � Business Savvy

� In That Year

Down to Business

How to Use Constructive Criticism for Improvement

When working with other people, you are bound to be put in situations where constructive criticism is necessary.

It’s easy to be critical of others’ behaviors and work, and often easier to criticize, but the ability to give (and

accept) constructive criticism is an art. Have you perfected it?

When used effectively,constructive criticism is a toolthat can improve performance,communicate values and needs,and help recipients strive forexcellence. However, many

managers and coworkersalike struggle when givingconstructive criticism becausethey worry the recipientwill handle their commentspoorly, which could createa negative atmosphere.

Here are a fewtips on how to giveconstructive criticismthat will empower

and improve yourteam:

• Be respectfulto the recipientand use directeye contact.Stop whateveryou’re doing(checking email,

phone messages,

etc.) and look at the person you arespeaking with.

• Criticize positively with anupbeat attitude, focusing on thesolution more than the problem.Also, be sure to say somethingabout their positive attributes tohelp your team member feel likethey aren’t a failure.

• Request input. By givingthe recipient an opportunity torespond, you create a conversationrather than a lecture.

• Criticize promptly in theappropriate time and place—neverin public.

• Provide specific examples ofbehavior you are criticizing andspecify how you’d like them tochange. Also provide a realistictime frame in which to achieve thechange you have discussed.

• Avoid using extreme terms,such as “never” and “always,”since these words will often causethe recipient to become defensiveor hostile.

• Offer motivational incentives.For example, if the employee isalways falling behind, providea bonus for projects completedahead of schedule.

• Use lighthearted humor, whenappropriate, to help the recipientopen up and receive feedback in apositive manner.

• Don’t nag or harp. Onceyou’ve had a discussion about theissue at hand, move on.

• How about your work habits?If you are criticizing an employeeabout coming in late every day, yetthey often arrive before you do,reconsider your own behaviors.

• Wrap up the discussion with arecap of positive comments.

The ability to give constructivefeedback is a powerful tool forbuilding an effective team. Thesame holds true if you are on thereceiving end. Done effectively,constructive criticism provides allparties the opportunity to grow andachieve excellence.

2002� K-Mart Corp. becomes thelargest retailer in U.S. history tofile for Chapter 11 bankruptcyprotection.� Kelly Clarkson wins the firstAmerican Idol contest.� The New England Patriots beatthe St. Louis Rams 20-17 in theSuper Bowl.� Switzerland, traditionally aneutral country, joins the UN.� The Winter Olympic Gamesare held in Salt Lake City, Utah.� The Netherlands legalizeseuthanasia, becoming the firstnation in the world to do so.� Ann Landers dies.� The U.S. Congress authorizesthe president to use force againstIraq if it does not disarm.� The soundtrack to the film OBrother, Where Art Thou? winsfive Grammy awards, includingAlbum of the Year and BestCountry Vocal.

apology. Apologies are most effectivewhen the wrongdoer sincerely accepts fullresponsibility for their actions, explains whythe mistake happened and how they’ll avoidthe problem in the future, and offers someform of reparation along with the apology.

And remember, apologies are only effectivewhen you are sincerely sorry for yourwrongdoing. If you don’t plan to changeyour behavior, you’re better off saving yourcredibility and your apology for a time whenyou really mean it.

No one likes admitting they madea mistake, but mastering the art ofthe apology is a crucial part of doing

business. Business relationships dependon trust. Violations of that trust, such as

a missed deadline or a faulty product, canput a serious damper on those business

relationships.Apologizing is not as simple as itseems. Simply saying “I’m sorry”

and giving an excuse does notconstitute an effective

How to Apologize and Mean It

telecommuting or work-at-home option,career-development opportunities, matching401(k), stock options, relocation assistance,casual dress code, educational assistance,on-site exercise equipment or gym discounts,complimentary or discounted snacks, meals,or beverages, or on-site daycare or child-careassistance.

Creative incentives not only show employeesthat their contributions are valued, but theyalso build a strong, loyal relationship betweenthe employer and employee. And the bottomline is that creative incentives like these makework more enjoyable for employees, whichis one key element in the quest for long-termemployee retention.

In today’s competitive business climate,many companies are developing creativeincentives to find and retain their best hires.While organizations have traditionallyfocused on compensation as their primarydeal maker, it takes a combination ofmoney, benefits, growth opportunities,corporate culture, and interaction withupper management to retain top employees.

If you are in a position to offer a fewcreative incentives to your employees,or you are an employee that would liketo see a few different incentives offeredat your workplace, consider some of theideas on this list: project bonuses, optionalvacation days, flexible working hours,

Creative Employee Incentives

Business Savvy Published monthly by Wax Family Printing | 215 MTCS Drive | Murfreesboro, TN 37129

4 � Business Savvy July 2010 � 5

� Did You Know?

Catalogs & Manuals: Info at Your Fingertips

Whether you are looking for aneffective way to display informationabout the products your company canoffer or answer important questions aboutcompany policies and procedures, catalogsand manuals can do the talking for you.

By equipping your employees,prospects, and customers alike withcatalogs and manuals, you empower themwith the ability to easily find importantinformation and make informed decisions.Here are a few points to consider whencreating your next catalog or manual:

Think about your audience. What dothey want to learn more about? Include ahelpful yet concise question-and-answersection for frequently asked questions.Be informative. Provide detailedinformation, product photos, policyguidelines, etc., as well as contactinformation or a link to your website formore information should questions arise.

Be consistent. Portray a consistent brandimage through the use of your companylogo and corporate colors that is visiblethrough all print materials, website, etc.

Include an order form for convenience.Even though most actual ordering isdone by phone or on the company’swebsite, many shoppers like to use theprinted order form to list and organizetheir purchases before placing an order.This will also benefit your business,since orders can be placed moreaccurately and efficiently.

Don’t be afraid to cross-sell betweenproducts. By suggesting companionproducts in product copy and callouts, orby placing companion products togetheron the page, you can increase sales five to15 percent.

Be clear. High-resolution images are veryimportant when depicting products orservices that customers can’t see or touch.

Simplicity is key. Use no more than twoor three fonts throughout the document,and use the same style of text consistentlyfor product names, descriptions, etc. Also,keep text spacing and placement next toimages consistent.

Take it online. Consider offering yourcatalog or manual online so readerscan encourage friends or coworkers todownload a convenient PDF version.This month’s answer is none other thanPaula Deen. You should also provideinformation on how to request additionalcopies.

Stop by today if you’d like helpdeveloping a creative catalog or manualthat does the talking for you.

� By the age of 60, most people will havelost at least half of their taste buds.� The property values on the Monopolygame board are the same today as theywere in 1935.� The only bone fully grown at birth islocated in the ear.� The Mall of America, located inBloomington, Minnesota, is so big that itcan hold 24,336 school buses.� The highest bridge in the world islocated in France. It is 984 feet tall and 1.5miles long.� Dogs have 10 vocal sounds, while catshave more than 100.� There are more than one billion cattle inthe world, with 200 million in India alone.

Kevin WaxGeneral Manager

[email protected]

Your GoalsWe’ve talked about Tactics (your to-do list), Strategy (your to-think list) and

Vision (your to-be list). Now it’s time to look at your goals. You may have seen theacronym SMART that is sometimes used for the creation of goals.

S = SpecificM = MeasurableA = Actionable or Aggressive (I prefer aggressive)R = RealisticT = Timely

The SMART acronym is anexcellent place to start as you thinkabout what your goals shouldaccomplish. Use SMART as achecklist. Each goal needs eachcomponent, or the goal won’t be worth pursuing. Specific and Measurable worktogether. If it’s not measurable, you can’t really tell if you have accomplished thegoal. If it’s not specific, it by definition will not be measurable. Here’s an exampleof a non-specific goal; “I want to get along better with my co-workers.” Sorry, thatgoal won’t cut it. While it does have a certain aspect of specificity, it’s not thatmeasurable. Getting along better with your co-workers is a good thing, but if youcan’t measure it, you can’t manage it. How can we make this goal measurable?What if you decided to pay a sincere compliment to someone at your workplaceeach day for the next 3 weeks? That might work. Now, you have a number to shootat. Make sure you record your progress (or lack thereof). Based on your past, 15sincere compliments over the next three weeks may or may not be aggressive…butyou get the idea. Same with realistic. If you are really stretching here and this isgoing to be tough, you may need to scale back your expectations; possibly shoot forten compliments over the next 4 weeks. Either way, your SMART goal meets the Tpart of the equation because you put the finishing date in there.

I would also encourage to add two components to your SMART goals. First,write your goals down. Write them where you can see them…often. This is a greatway to hold yourself accountable. The second component also deals withaccountability. Tell someone you respect your goals. Hand them a copy. Ask themto help you. Give them permission to speak into your life directly as you work tomake these goals. Make sure this person has the courage to bring up the subject andnot let you off the hook if you are falling short. Accountability is a GREAT thing,and greatly needed if you are to accomplish what you set out to do.

Next month, I’ll show you what my comprehensive goal sheet looks like. Untilthen, Blessings and may God bless you with Business Savvy.

Whole Ball of Wax


Everyone of your goalsshould be a

S.M.A.R.T.goal.

July 2010 � 36 � Business Savvy

� In That Year

Down to Business

How to Use Constructive Criticism for Improvement

When working with other people, you are bound to be put in situations where constructive criticism is necessary.

It’s easy to be critical of others’ behaviors and work, and often easier to criticize, but the ability to give (and

accept) constructive criticism is an art. Have you perfected it?

When used effectively,constructive criticism is a toolthat can improve performance,communicate values and needs,and help recipients strive forexcellence. However, manymanagers and coworkersalike struggle when givingconstructive criticism becausethey worry the recipientwill handle their commentspoorly, which could createa negative atmosphere.Here are a fewtips on how to giveconstructive criticismthat will empowerand improve yourteam:• Be respectful

to the recipientand use directeye contact.Stop whateveryou’re doing(checking email,phone messages,

etc.) and look at the person you arespeaking with.• Criticize positively with an

upbeat attitude, focusing on thesolution more than the problem.Also, be sure to say somethingabout their positive attributes tohelp your team member feel likethey aren’t a failure.• Request input. By giving

the recipient an opportunity torespond, you create a conversationrather than a lecture.• Criticize promptly in the

appropriate time and place—neverin public.• Provide specific examples of

behavior you are criticizing andspecify how you’d like them tochange. Also provide a realistictime frame in which to achieve thechange you have discussed.• Avoid using extreme terms,

such as “never” and “always,”since these words will often causethe recipient to become defensiveor hostile.

• Offer motivational incentives.For example, if the employee isalways falling behind, providea bonus for projects completedahead of schedule.• Use lighthearted humor, when

appropriate, to help the recipientopen up and receive feedback in apositive manner.• Don’t nag or harp. Once

you’ve had a discussion about theissue at hand, move on.• How about your work habits?

If you are criticizing an employeeabout coming in late every day, yetthey often arrive before you do,reconsider your own behaviors.• Wrap up the discussion with a

recap of positive comments.The ability to give constructive

feedback is a powerful tool forbuilding an effective team. Thesame holds true if you are on thereceiving end. Done effectively,constructive criticism provides allparties the opportunity to grow andachieve excellence.

2002� K-Mart Corp. becomes thelargest retailer in U.S. history tofile for Chapter 11 bankruptcyprotection.� Kelly Clarkson wins the firstAmerican Idol contest.� The New England Patriots beatthe St. Louis Rams 20-17 in theSuper Bowl.� Switzerland, traditionally aneutral country, joins the UN.� The Winter Olympic Gamesare held in Salt Lake City, Utah.� The Netherlands legalizeseuthanasia, becoming the firstnation in the world to do so.� Ann Landers dies.� The U.S. Congress authorizesthe president to use force againstIraq if it does not disarm.� The soundtrack to the film OBrother, Where Art Thou? winsfive Grammy awards, includingAlbum of the Year and BestCountry Vocal.

apology. Apologies are most effectivewhen the wrongdoer sincerely accepts fullresponsibility for their actions, explains whythe mistake happened and how they’ll avoidthe problem in the future, and offers someform of reparation along with the apology.And remember, apologies are only effective

when you are sincerely sorry for yourwrongdoing. If you don’t plan to changeyour behavior, you’re better off saving yourcredibility and your apology for a time whenyou really mean it.

No one likes admitting they madea mistake, but mastering the art ofthe apology is a crucial part of doingbusiness. Business relationships dependon trust. Violations of that trust, such asa missed deadline or a faulty product, canput a serious damper on those businessrelationships.

Apologizing is not as simple as itseems. Simply saying “I’m sorry”and giving an excuse does notconstitute an effective

How to Apologize and Mean It

telecommuting or work-at-home option,career-development opportunities, matching401(k), stock options, relocation assistance,casual dress code, educational assistance,on-site exercise equipment or gym discounts,complimentary or discounted snacks, meals,or beverages, or on-site daycare or child-careassistance.Creative incentives not only show employees

that their contributions are valued, but theyalso build a strong, loyal relationship betweenthe employer and employee. And the bottomline is that creative incentives like these makework more enjoyable for employees, whichis one key element in the quest for long-termemployee retention.

In today’s competitive business climate,many companies are developing creativeincentives to find and retain their best hires.While organizations have traditionallyfocused on compensation as their primarydeal maker, it takes a combination ofmoney, benefits, growth opportunities,corporate culture, and interaction withupper management to retain top employees.If you are in a position to offer a few

creative incentives to your employees,or you are an employee that would liketo see a few different incentives offeredat your workplace, consider some of theideas on this list: project bonuses, optionalvacation days, flexible working hours,

Creative Employee Incentives

Business Savvy Published monthly by Wax Family Printing | 215 MTCS Drive | Murfreesboro, TN 37129

Business Quotes


� Strictly Business

July 2010 � 7

Books in Review� Guess Who I Am

As a follow-up to best sellers The Oz Principleand Journey to the Emerald City, authors RogerConnors and Tom Smith present the third book in theiraccountability trilogy, How Did That Happen?

Connors and Smith are partners and founders ofPartners In Leadership, Inc., a company that specializesin accountability training and education.

Their book not only explains how to hold othersaccountable, it also provides an array of practicaladvice that can be easily remembered and applied inday-to-day situations. By following a series of stepscalled the “Accountability Sequence,” readers are givenclear-cut techniques to help them achieve successfulaccountability.

TheAccountability Sequence includes two essentialcomponents: “The Outer Ring,” which explains howto establish expectations and positive accountabilityconnections; and “The Inner Ring,” which explainshow to manage unmet expectations when people fail todeliver and correct the missed results.

Not only can this book give a new perspective on thedreaded topic of accountability, it will also help leadershave more empowering conversations and offers aninspirational resource for developing creativity andinnovation in the workplace.By Roger Connors and Tom Smith

Born in Albany, Georgia, in1947, this woman graduatedfrom Albany High School in1965. She was married that sameyear and worked as a bank tellerand homemaker. In 1989, shedivorced her husband.

Left with only $200 to hername, she packed up her two sonsand moved to Savannah, whereshe used the cooking skills shelearned from her grandmother tostart her own catering businesscalled The Bag Lady, where sheprepared fresh sandwiches andother meals to sell to downtownbusinesses and doctors’ offices.Because she suffered from anxietyand agoraphobia (the fear ofpublic places) after being held atgunpoint during a bank robbery,her sons delivered the meals.

Her down-home, Southerncooking skills were wildlysuccessful, causing her to quicklyoutgrow her kitchen and beginworking for a local restaurant.The regional specialties sheprovided became the talk ofthe town and influenced her toopen her own restaurant, whichreceived many accolades fromcritics and media alike.

She then wrote severalcookbooks, appeared on QVCand The Oprah Winfrey Show topromote them, and later got herown cooking shows, for which shehas won Daytime Emmy Awards.

This successful chef,restaurateur, writer, and TVpersonality is found somewhere inthis issue of Business Savvy!

How Did ThatHappen?Holding PeopleAccountable forResults the Positive,Principled Way

“The greatest mistake you canmake in life is to continuallybe afraid you will make one.”—Elbert Hubbard

“If your ship doesn’t come in,swim out to it.”—Jonathan Winters

“Character is a diamond thatscratches every other stone.”—Cyrus A. Bartol

“Most of the shadows of this lifeare caused by our standing in ourown sunshine.”—Ralph Waldo Emerson

“Those that make the best use oftheir time have none to spare.”—Thomas Fuller

No Monkey Business!While it may seem like we

perform creative tricks whenit comes to meeting tightdeadlines, the team at Wax

Family Printing doesn‘t monkeyaround. However, we will helpmake you the star of the show!

Wax Family Printing, LLC Wax Family Printing, LLC

InsideThis Issue:

Page 2No Monkey Business!

Page 3How to Use

Constructive Criticismfor Improvement

Page 4Whole Ball of Wax

Page 5Catalogs & Manuals:Info at Your Fingertips

Page 6In That Year

Creative EmployeeIncentives

How to Apologize andMean It

Page 7Book in Review:

How DidThat Happen?

Guess Who I Am

Tracking Your SalesWins (and Losses)

July 2010Your Sales, Marketing, and Business Management Newsletter

Sales Achievers


Tracking Your Sales Wins (and Losses)In addition to discussing the win or loss

with the salesperson or team involved(reviewing their relationship with theprospect, sales process involved, and whetheror not they anticipated the end result), yourcompany should also schedule a follow-upinterview with the prospect within two to fourweeks of the final decision. Explain thatyou’d like to learn as much as you can abouttheir buying decision.

Here are a few tips on what information togather when interviewing:• Ask what other companies were competing,and how your company compared (strengthsand weaknesses).• What was their perception of your companybefore entering the buying cycle? Did theirperception change? If so, how?•Ask prospects to rate your performance inthree key areas: sales team, salescollateral/tools, and product features.Be specific, such as asking them to rankthe salesperson’s product knowledge oraccount understanding on a scale of 1 to 10.

While it may be difficult to relive a majorsales defeat, tracking both wins and losseswill help your team to identify areas forimprovement and learn valuable informationabout your key competitors.

• Ask their opinion about your pricingstructure.• Ask what the selection criteria was for thefinal decision.• If a loss, don’t simply ask why you lost.Ask why they won. Was it price? Productfunctionality? Perceived value?• If a win, would they participate in atestimonial, case study, or press release?• What advice would they offer for workingwith them in the future?

If the prospect doesn’t have time for asit-down meeting or phone discussion,ask if they would consider filling outyour questionnaire via email at their ownconvenience. Following the interview, senda thank-you note to the prospect expressingyour appreciation. Also, be sure to schedulean internal debriefing meeting to discussthe interview information and focus onhow you can improve the next go-round.While you can’t win them all, your teamshould certainly give its best effort to try!

Address215 MTCS Rd.

Murfreesboro, TN 37129Phone

615.893.4290eMail

[email protected]

615.893.4295Web

www.WaxFamilyPrinting.com

Wax Family Printing is the onlyCPrint™® certified printer in Middle

Tennessee.

published monthly by


STANDARDPRE-SORTEDU.S. POSTAGE

PAIDMurfreesboro, TNPERMIT NO. 86

Jeff Carlton Sales

July Issue

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