Blog 6
Late 1983 – 1984
Tampa, FL
As the double oak office doors closed behind me, I fell helplessly back against them, my suit sliding slightly as I tried to steady myself. If there was a white light moment, this was it. As I steadied myself, a realization of what just transpired hit my emotions like a Florida waterspout. I gazed back at the double doors and took in what a hand-written paper sign bellowed in almost illegible script: “Apple Computer, Inc.”
I had spent the last few quarters of 1983 working for Roger’s Sales Associates (Apple’s Rep Firm in Florida) (see blog 5), being mentored by a team of outstanding people, including Bob Rogers himself. The learning ramp was a near vertical incline, with skill sets including sales, marketing, technology, accounting, small business functions, entrepreneurship realities and personal presentation just to highlight a few. My job was simple at face value; facilitate the sell-through of Apple products through independent and franchised Apple Resellers in Florida. As always, the difficulty of execution and implementation far outweighed the simple mandate that Bob Rogers consistently drilled into my head: “Sell something…”
Apple Resellers at that time were a hodgepodge of different structured entities. There were the “independents” a diverse group of small business entrepreneurial entities that had evolved into their current state through progression. Some of the independents came from “copier” beginnings…transitioning from copiers to stand alone word-processing to personal computers. Other independents evolved from more varied beginnings, such as retail TV dealerships. (My favorite: Ray’s TV.) Some had sprung even more spontaneously…engineers who saw the opportunity of personal computers and started their own businesses from scratch. All hosted “retail” storefront locations. My passion for the entrepreneurial storefronts was forged in the pure respect I had for not only their financial risk taking but the daily personal responsibility they shouldered for keeping their employees employed.
There were also “corporate” Apple Resellers, including multi-store franchisees such as ComputerLand and company-owned entities such as BusinessLand. Some of these entities were national in scope, with some managing multiple locations within Florida. (ComputerLand of Clearwater was another favorite.) The corporate resellers catered to the emergence of personal computer usage in business and had customer-facing outside sales personnel (although in reality no one ever turned down a walk-in sale.) The franchisees were not that different from the independents, however, in that they too took on the more than normal financial risks associated with entrepreneurialism.
Weekly execution of the business plan outlined by Bob Rogers consisted of daily visits to a varied group of independents and franchisees…putting forth the “value proposition” du jour. This varied in scope from product introductions, sales skill-set enhancement and training, marketing / advertising plan development and implementation through inventory and stocking allocation best practices. That was the outline but in reality, it was something more…if I was to be successful.
Many salespeople have been taught for centuries about the “mechanics” of selling. Proper introduction etiquette, opening statements, putting forth the value proposition, closing, blah blah blah. All good baseline skill sets, but if those are the only arrows in the quiver they are bound for mediocrity at best or being an also-ran at worst.
All the business entities I was assigned to call on were consistent at one base level. They had to accomplish monetary profitability by selling goods and services to select constituencies. My job was not only to help facilitate that, but to ensure that my represented product line was inherent to this effort. The key was (is and will always be) a deep empathetic-based knowledge of what drove that profitability in all aspects and all touch points. The keys to the sales kingdom reside in not only mastering the understanding of the complexities inherent in your value proposition but most importantly understanding what your customer’s needs, concerns and drivers were that brought worth to their profitability (their value.)
In early December of 1983, Bob Rogers brought his entire team to Jupiter, FL. for an emergency meeting. “Apple has cancelled our contract,” he announced. “They are cancelling all the Rep Firm contracts in North America and are hiring a direct sales force.” “They are willing to interview those that are interested in joining them in a few days in Tampa.”
Anxiety swept over me like a Tennessee flood prior to the TVA overhaul. I had spent an immense amount of personal effort in learning my craft and had advocated Apple since my sales beginnings in 1980 (see blog 2.) The company’s products were an integral part of my professional career growth (if not the reason) and to have this pulled out from under me gouged a tear in my being.
Bob Roger’s pulled me aside after the declaration and in an assuring voice said, “Joe, I know you are upset at this announcement.” “I have already talked to Mr. X at Apple about you, and he fully expects you to be at their new Tampa office on Friday morning to interview.” “Show up…” The flood waters receded somewhat but were still just below flood stage…
Prepped and ready, on Friday morning I entered the new Apple office on Rocky Pointe. It was still in buildup stage, with some drywallers still hanging sheet rock. Lighting fixtures hung on bravely from their unfinished mountings, while carpenters worked on what I assumed was to be the front desk.
I was greeted by an older gentleman of slight stature who introduced himself as Mr. X. Mr. X was, I assumed, to be in his late forties, balding but impeccably dressed in a dark blue suit. He sported Allen Edmonds shoes (win) and a subtle but powerful red tie tied in a trinity knot. “Sit down Joe,” he said. “Bob has told me a little bit about you but take me through your background.”
For the fourth time in my recent history, I walked someone through my professional beginnings. I made sure that I not only stated the historical process and end results but spent an inordinate amount of time walking through my motivations, my perspectives and philosophy. He seemed to listen intently, only asking clarifying questions when appropriate. He was extremely polite and engaging, yet very hard to read. I felt the flood waters rising again…
Mr. X stood up. (Here we go.) He said, “Joe, the role I am hiring for is a Sales Executive, calling on Apple’s Resellers in Florida.” “The role reports to a District Manager to be located in here in Tampa, with me as the Regional Director for the Southeast.” “Our hiring for this Reseller Account Executive role is limited to forty people nationwide…” I gasped audibly. “I think you will fit in nicely.” “I will see you on Monday and we will start the paperwork,” he said smiling for only the second time since we met. “Congratulations…”
I am not sure how much time had passed during the interview, but time did stand still after that last comment of his. I don’t recall even acknowledging him. I only remember the double oak doors closing behind me…
Meandering thoughts on Blog 6
- Show up.
- The diversity of your customer ecosystem mandates a variety of sales skills. Learn them.
- Learn deeply what keeps your customer up at night.
- Find successful commonality in your approach.
- Hook your career wagon to the right horses.
- Recognize opportunity…
Stay tuned for chapter 7…