Newsletter January 2025 Edition
Driving Innovation and Growth:
Balancing Relationships with Forward-Thinking Strategies
by Tim Kilfoil, JF Kilfoil President
Well, here we are, fully into the new year, and we can say as we exhale, “The election is finally behind us.” I have to admit, though, I still find myself anxious, wondering how this year might play out differently than last. I can happily say one of the things we are continuing to do this year is to push change in our business — both in how we operate and how we adapt to the market. We see change as necessary for many reasons and are proud of our team’s appetite for it. While we recognize the value of change, I am also aware that some changes may have different, unintended results a bit farther down the road.
Our business today is heavily reliant on sales automation tools because it has to be, not because any of us think it’s a cool new way to do business. It’s a function of increased demands for development and data in an environment of condensed time and a desire for accountability and transparency in our activities. More data, less time, fewer resources. Do more with less. “Yes, but we all face this,” you may accurately say. Yes, I agree.
So, what does this mean for a sales group as we promote the latest products into your next great design, develop new customers, and chase down data for our daily, weekly, monthly, and quarterly reporting requirements? It means additional and necessary investments into tools that can support every connection between various design locations, distribution points, qualification locations, de-centralized purchasing, and materials manager locations, all while managing it over the course of 12-48 months as the program twists, turns and sometimes spins out of control. Oh, and having the people necessary to support the systems and create the output reports (often in fire drill fashion) to support the needs of our manufacturers and our customers. All necessary and all part of the job today.
Don’t misunderstand. I don’t think our challenges are altogether unique, but I imagine other jobs have this same parallel story. Further, I accept that this is where the industry is today. It puts more responsibility on salespeople like us, and it provides an opportunity to take ownership in the sales cycle where we can provide higher service points.
But as I watch more systems and more automation get between the supplier and the customer, I worry that what starts as “service” ends up in a place that lacks presence. Parts of our industry promote the advanced offerings of an online supply partner with self-serve buying options that put you in control. But it can begin to look more like reduced options intended solely to serve the needs of hyper-efficient manufacturers and distributors focused mostly on consolidation. To me, that is the beginning of the end for product innovation.
For that reason, I am quick to tell our team that Marketing and CRM are never to be thought of as the job itself. Rather, they are tools to support your efforts in your job, advance organization in your job, and help promote efficiency in your job. But they are not, primarily, the job. Never seek comfort behind your computer, nor at your desk–you put yourself and your customers’ future design innovation at risk! To be on task, is to be on site. Presence with your customer is everything.
Until next time, best of luck as you build and develop. I’m sure there are areas we can help. Please let us know!
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