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When Salespeople Regress: Turning Whiners into Winners

My best friend is a national sales manager. One of the things she likes least about her job is the constant barrage of phone calls and questions about seemingly inconsequential problems from certain members of her team. "Why can't they think for themselves?" she asks. "They're smart enough to do the work; that's why I hired them. But whenever there's any complication, they come running to me. Do I look like their mother?"

Her complaint is a common one. A recent Selling Power survey revealed that many managers feel they are saddled with "babies" and the day-to-day hand-holding this relationship implies. Most resent the time as well as the emotional toll extracted from their own productivity and privacy.

Eileen Brownell, president of Training Solutions in Chico, California believes managers spend 80 percent of their day communicating, and, of that, 60 percent actually listening. "People will come up with umpteen excuses for not getting the work done," she says. Most are of the "dog ate my homework" variety - it was the client's fault, the salesperson had a bad day, the other guy beat him to the punch, she's swamped and can't manage her workload.

Don't Let Them Get Away With It

But according to many experts, scratch a workplace "baby" and you may find a puerile environment. The manager must gain control of the quality and quantity of discourse from his or her employees. "People become babies because we let them, " asserts San Jose-based Hank Trisler whose "no bull" selling techniques has spawned two books (NO BULL SELLING, NO BULL SALES MANAGEMENT) and a Web site (www.nobullselling.com). "They'll kick up a fuss so we'll do whatever they want."

But the path of least resistance is often the road to failure. Bob Davies, a Lake Forest, California consultant who, among other techniques, uses skydiving for performance enhancement and overcoming fear, believes that backsliding behavior is a matter of internal conditioning. According to his bell curve theory, 2 percent are top performers, 70 percent are average, and 2 percent are very poor, with the rest falling between the extremes and the middle. "Most of us are driven to avoid pain and seek comfort, which is why sales people complain, shuffle papers or do other busy work instead of making calls," he explains. "They're afraid of rejection."

However, elite performers "recognize that sales is a numbers game and welcome the challenge of making and even beating the odds." He compares their attitudes to flying a plane, which, due to the physics of aeronautics, naturally drifts to the left. "I must compensate by pressing down the right rudder pedal to keep it straight. It's the same with people; they need to modify their perceptions to counteract their built-in limitations."

Although elite performers know they're going to be turned down like everybody else, they "make specific declarations regarding a course of action and are accountable to someone outside themselves," which is where the boss or manager comes in. Activities involve goal setting; for instance, making contacts until you've lined up a particular number of clients. If objectives are met, the person is then rewarded with, say, an afternoon off. "It's a matter of taking responsibility and recognizing that for every action there is a reaction."

Larry Schulz, a Huntington Beach, California marketer and author of SELLING WHEN YOU HATE TO SELL (CEP, 1991) likens the relations of managers and "babies" to that of parents and kids. "A child is quick to blame someone other than himself. So it's up to the manager to point the employee in the right direction. For example, if Sam think his territory is better than Joe's, tell Sam to make five more sales calls a week and give it another 60 days." Chances are the reason Joe's territory is so profitable is because Joe made it that way.

WAC 'Em Upside the Head

Barbara Pachter, who's written a book THE POWER OF POSITIVE CONFRONTATION (Marlowe, 2000) has developed a formula for dealing with contrary crew members. Basically, the WAC approach involves finding out (W)hat's really bothering you, the manager (A)sking the other person to do or change something and defining what would solve the problem, and (C)hecking in to see how the individual feels about the proposed solution

Before doing this, however, "managers need to look at themselves," she adds. "Are they confrontational or bullying? Do they tend to avoid problems? Neither approach produces good results, so it's important to be honest with yourself."

And although employees may seem to be jerks — or babies — "there are a lot of other reasons why people behave the way they do," she says in the book. ""Culture, gender, personal experiences, individual expectations and priorities, age, nonverbal communications, religion...I could keep going." And sometimes workers do need to be nurtured, at least in the beginning. Pachter sites an instance where a manager took a new employee into his home, pointing out wardrobe items that would help him thrive in the corporate culture and coaching him as to proper table manners and which utensils to use during meals. "The employee now knew how to act and dress and has been with the company nine years. He's one of their most successful performers."

Another way of preventing dependency is to be specific. Rather than reprimanding workers like a stern parent, gently point out the problem areas, she continues. "Are they not calling on enough people? Not closing? Speaking too softly or quickly?" Other issues might include failing to provide enough or giving too much information, not following through or being overly aggressive, or poor utilization of body language. An example of the latter includes a man whose customers complained that he had a harsh and off-putting appearance. "Once he softened his facial expression and starting blinking, he was able to establish rapport."

Managers also need to understand that each employee should be dealt with according to his or her frame of reference. "Some like the direct approach: you simply sit down and explain what can and cannot be done," points out Brownell. "Others need more coaching — you work with them closely, in increments, and monitor their progress." Also match the solution with the problem. If time management is an issue, have the person get an electronic notebook or personal organizer and help her prioritize.

Independence Day

Most salespeople are capable of resolving their own difficulties, but the rub is to teach them how to think on their own two feet. Hank Trisler spends at least 20 minutes a month with each worker. "I give them my total concentration. I want to know what's going on in their world."

Before they come to him with a situation however, "I tell them to ask themselves four questions. First, what's the problem? They need to be able to understand it enough to write it on the back of a business card. Second, what caused the problem?" This allows the person to sit back and reflect upon the roots of his or her plight. Third, what are the possible solutions? Here they need to brainstorm about what they can do to get out from under it. Fourth, what is the best solution? "By the time they've answered these, they no longer need my advice. Instead they have come up with a recommendation and I usually say, 'Go do it.'"

Jay Conner, CEO of Morehead City, North Carolina-based Leader Homes, has an open-door policy even though he supervises about 175 salespeople. "Even if they're whining, it may be because they require some attention," he observes. "When people have problems, they're not necessarily looking for you to solve them. Sometimes they want a sounding board and to know someone cares."

And "what they're griping about may not be the real issue," adds Schulz. "Managers need do to some deep listening and help the person look within" to find out the true cause of the unhappiness. "When they regard their work as job, they run into trouble. Sales is all about internal motivation and meeting goals" rather than putting in the hours and passively waiting for results.

Also, problems need to be taken care of quickly. Although Conner "tries to be slow to speak, even if I immediately know the solution, I think about it some more and get back with the person within 24 hours." Similarly, goals can be set within a particular time schedule.

From Bug to Windshield

"Sometimes you're the windshield and others, the bug," asserts Willie Jolley, lecturer and author of A SETBACK IS A SETUP FOR A COMEBACK (St. Martin's, 1999) Adversity is part of the sales process. "The negative bug flies down the street, doing the right thing, and bam! — smashes into the windshield" for example, losing a key account. "He then starts talking about how it isn't fair and crashes and burns. The positive bug hits the windshield too, but he realizes that in life things happen, and he has no control over this particular situation. This gives him the resiliency to try again and the next day, he might be the windshield" and garner an even bigger client, winning over several competitors.

The savvy manager leads salespeople towards this type of thinking, "sort of like a mother eaglet who drops her babies over the chasm," continues Jolley. "They may not fly the first time out, and she may have to swoop them up after a few more tries, but eventually they'll get it." Effective managers "will either fire their salespeople or fire them up, providing the tools and encouragement they need to make themselves successful."

And certain people will never be satisfied, no matter what. "They can be a cancer on employee morale," observes Thomas White, a sales manager for Signature Inn in Evansville, Indiana. If all else fails, they too should probably be excised.

But perhaps the most important realization by both managers and employees is that "their biggest competitor is not product management, pricing, or lack of advertising," comments Davies. Rather "it's themselves and human nature." Only then can they go out and kick butt with the big kids.

Sidebar: Tempers Cease: The Marine Way

Before shipping employees off to boot camp — or giving them the boot — consider how the Marine Corps handles its raw recruits. Both former Marines themselves, Dan Carrison and Rod Walsh of Semper Fi Consulting in Sherman Oaks, California have built a management philosophy based on that particularly macho brand of the military. And it's surprisingly gentle.

Forget about the in-your-face drill sergeant. "That's Hollywood's interpretation,"" insists Carrison. "You get nowhere by intimidation. And who in their right mind would go an extra mile for a tyrant?" Instead, "Marines are inspired to act courageously because they want to excel. They work together, and their leaders cultivate each individual's resourcefulness and talents."

Nor are Marines automatons who blindly follow orders. "The officers encourage solution-seeking," points out Walsh. "They take them out of 'babyhood' and teach them how to handle difficult situations," mostly by having them assume personal responsibility for each task and utilizing inner strengths.

Learning is also done in increments. "Rather than immediately rappelling down a 30-foot wall, recruits start with a small section," explains Carrison. "That way, they build confidence by mastery of each step." Everything is done as a group, "so there's no chance of backing out."

The instructor goes first, providing leadership by example, and the generals eat last with the lower ranks getting served initially, according to consultant Brent Filson of Williamston, Massachusetts, another veteran of that venerable branch. Higher-ups are also the first to rise and the last to go to sleep. "The Marines recognize the importance of small unit esprit de corps and how it can strengthen an organization from the bottom up."

Like armies, organizations travel best on a full stomach, both physically and spiritually. "Rather then focusing on the individual, managers might do well to emphasize team players," suggests Walsh. "That way everyone is given credit and it provides a sense of unity" rarely found in private enterprise.

Managers should share defeats, along with victories. Adds Carrison, "They need to be there during the bad times, too. Too often failure is interpreted as "the 'other guy's problem.'"

In the Marines, "officers do whatever they can for the team's completion of the mission," he goes on. "There are no secrets. It really is a brotherhood." And we can all learn from that.

Relocation from Hell or Heavenly Move?

Relocations can be like ice skating. One minute you're gliding along smoothly, enjoying the view and making great progress and the next, you're flat on your back, wondering what happened. A prestigious zip code seemingly loaded with incentives may prove disastrous while a middle-of-nowhere community can result a highly profitable expansion. It can also mark the beginning of a trend, as with overseas automotive manufacturers like Mercedes and Nissan who established operations in Alabama and Mississippi.

Start with a team

Negotiating the slippery slope between a successful move and a debacle can be a major challenge that often requires treading a fine line. Many factors go into a relocation, consolidation or expansion and a good portion must be done with the head, rather than the heart.

"First, assemble a team," advises Jim Trobaugh, senior vice-president of CB Richard Ellis Call Center Solutions Group in Phoenix. A project is doomed to failure, he believes, without the input of certain key players. Although it's obvious that a telecommunications provider will be searching for a solid fiberoptic network, they might fail to consider tax ramifications. Regarding the latter, "California can be expensive," despite its other benefits to that particular industry. Which is why "the involvement of financial and real estate people is essential" as well as the utilization of legal experts to examine the fine print and possible loopholes. Transportation and availability of utilities are but a few of the elements that make up a final decision.

And what about potential employees? "Here, managers and human resource experts come into play," he goes on. "They understand the good, bad, and ugly of the workforce" — what ages and level of education are best suited for a particular type of undertaking, the demographics and unemployment rates of the existing pool, and whether it's a right-to-work state, which allows laborers a choice in joining a union, ultimately saving the company money. And sometimes, less is more: Decision-makers "may not have heard of Twin Falls, Idaho but if it has compatible facilities requiring fewer taxes and a better quality workforce, you can get the most impact for your investment."

Job saturation is another issue. Some industries will move to the same region as their competitors, rather than a brand-new location, because it has a proven track record of sorts. But this can create a whole new set of problems. For example, "once call centers employ more than 2 percent of the workforce, turnover becomes a problem," says Trobaugh. "They start cannibalizing each other." With an overabundance of jobs, personnel will switch to whichever center has the highest pay or best benefits "and all of [the existing companies] suffer."

Perhaps most importantly, "team members must be present throughout the life of a project," points out Anna McKean, of McLean, Virginia a practice leader for strategic relocation and expansion service for the mid-Atlantic region of KPMG LLP. "They need to stay involved, seeing it through to completion." Otherwise, key points may get lost in the tumult of the move, such the consideration of long-term tax increases, which can eventually cost a company millions of dollars.

Promises, Promises

One of the biggest flirtations with disaster occurs when decision-makers get swept away by a single aspect of a project. Jim Bruce, president of Business Facility Planning Consultants of Norcross, Georgia cites an example of a large company that invested nearly a billion dollars in a new production facility. "The consultants recommended a particular area as meeting the client's criteria," especially in terms of convenience of location. "However, the senior people fell in love with a pretty piece of property up the road about 30 miles." The result: the plant closed in less than a decade because it was difficult to hire and retain workers willing to make the extra commute.

On the other hand, by defining and focusing on several factors, another manufacturing site "proved incredibly successful, despite the fact that the client and consulting team came close to strangling each other," he adds with a smile. "Certain operational aspects were identified as most important, based on past experience." Along with being laid out to accommodate the flow of manufacturing, the plant was also close to rail lines and utilities, both of which were vital to its survival in the industry.

Incentives can be another seductive trip-up. Tax breaks and assistance from various community organizations can enhance the project but should not be the main reason for selecting a site. "Any time the focus switches to incentives, there's trouble," asserts Ed McCallum, senior principal of McCallum Sweeney Consulting in Greenville, South Carolina. "Incentives provide differentiation at the margins of a decision but should not be the drivers."

Some sites simply will not work, no matter what the bonuses, such as a food production facility that utilizes wastewater far beyond the processing capacity of the local sewage plant. One such company learned this the hard way: After they'd signed the contract, it was discovered that the plant could not be hooked up to sewage at all. So they lost their deposit. "It wasn't that either side was dishonest, it was just that client failed to investigate thoroughly," remarks the project consultant.

Sometimes city planners "go to the same conferences and give the same answers, because they think it's what people want to hear," observes Dick Sheehy, site selection manager for IDC in Portland, Oregon. He looks for consistency of responses from all levels, be it a provider of an air or water permit or a state government official. "We're working with many types of groups and they need to be in concert with each other. If you pose the same question to several people and get different answers, then it may be difficult to make your schedule."

Still, "once a company is down to 2-4 areas, incentive packages can tip the scales," points out Dennis Donovan, director of global site location at the Wadley-Donovan Group in Edison, New Jersey. Companies that utilize performance-based incentives — those given upon completion of a particular task or goal — often reap the strongest benefits. "If they meet the target for construction deadlines and numbers of employees hired, everybody wins."

Firms that allow for adequate scheduling for relocations, consolidations, and expansions are in the best position to obtain prime incentives, according to Frank Spano, associate director of planning, facilities location group at the Cleveland-based Austin Company. "Sometimes decision makers will see a small article about an incentive and think, 'Why can't we have that too?' But factors such as the type of contract, expectations by various parties, and time frame come into play."

Oh, By the Way....

And therein lies the rub: Often the decision to relocate and particularly expand and/or consolidate is made within a short duration, on a tight agenda. This seems endemic, no matter what the enterprise, be it manufacturing computer chips or adding call centers. In this insecure economy, companies wait until the need is so great that the move must be done in a hurry.

So relocation advisers are continually battling with management who want decisions made and implemented immediately. But no matter how urgent the need, certain procedures must be followed, such as working backwards from the desired start-up date and allowing at least eight months for property acquisition. "All expectations must be put on paper, and time must be allotted for an adequate study to provide realistic forecasts as to when things will be done," says Spano. He also insists on constant communication between the client and site location consultant. "Projects and needs can change quickly and if someone's operating on an inaccurate premise, such as the requirement for rail which for some reason no longer becomes relevant, then it turns into a relocation from hell."

Some executives think they can handle the move themselves, which may be akin to trying to act as one's own lawyer. Because they are juggling many demands, and rarely deal with location decisions, "the result is that it takes much longer and turns out to be more complicated than they ever expected, "comments Bruce Donnelly, president of Global Direct Investment Solutions in Fox River Grove, Illinois. Faced with deadlines or other constraints, they may "settle for suboptimal solutions which, even though it may not be a 'disaster,' may result in lost profits for many years."

"When I start hearing the phrases, 'oh, by the way,' or 'there's something I didn't tell you,' this means that there's a change in the schedule or a cost is being added," remarks Sheehy. Not meeting dates or overruns "are a recipe for disaster" and can result in lost productivity, with the company missing out on the window of opportunity which was the purpose of the move in the first place.

Different Countries, Different Rules

Due to NAFTA and other trade agreements, use of overseas facilities for call centers and certain types of manufacturing have become a popular choice in recent years, although the uncertain world situation may change that. The low cost of workers in India and Mexico and the billions of consumers in China have made these markets attractive.

But despite the money that might be saved, things become even more complex in the international arena. "Not only are you dealing with real estate decisions, but there are vastly different management styles, tax and employment laws, work ethics, and government operating procedures," explains Dennis Smith, president of PacTac Advisors in New York City. Issues such as availability of power and running water and even bribing officials to get certain permits come into play. In one instance, an American-based microchip maker expanding to Europe was forced by the local union to hire their pipefitters for a technologically advanced system, a job that normally went to a US company specializing in such installations. Needless to say, the latter was flown overseas for a serious retrofitting job, delaying the project by months

"Questions arise such as: What about visas for executives? How good is the construction quality? " continues Smith. " What are the rights of the company and the individual employees? For example, when a new law is passed in China, everyone applies their own interpretation until the government figures out how to implement it."

Each country has its own cultural quirks. In India, the boss will advise workers on how to handle relationships, even giving the bride away at the wedding. "In Southeast Asia, senior executives may host an annual picnic for the entire town where the president of the company flies in for it," says Smith. And in Indonesia "there's no such concept as the majority rules. You talk about a problem until everyone agrees upon a solution."

Lack of efficient analysis can result in a fiasco. "Many times, the CEO flies in, makes a visit, and decides it's a great place." Before leaping, Smith suggests talking to multinational firms that already have a presence in the country, locating advisors familiar with international issues, and taking a good look at how the firm's management style and environment would mesh with that of the target country. "A company with a CEO who's an autocrat who makes every decision may be better off not trying to do business in Asia."

International implications also come into play on the home front. "Since 9/11, site security has become a major issue in the United States," remarks Donovan. "Companies need to consider the location of power plants and military installations, even amusement parks and shopping malls, anything that draws large numbers of people." Multinational corporations and data centers can be particularly vulnerable to terrorists, ""especially if they're dealing with Middle Eastern countries." A more remote site and a solid security plan can alleviate some worries.

It's Always Something...

No one can predict how much down time and attrition will occur during the move, although both can have a serious detrimental affect. "Heavy defections, absenteeism, and low productivity show a lack of resource policies that fail to communicate the logic of the move," observes Donovan. However, "when Quaker State moved from Pennsylvania to Texas and Ashland Oil relocated from Kentucky to just outside of Cincinnati, most employees went along. Management did a great job of conveying their intentions to both workers and the community." Along with maintaining continuity, plans for recruiting and training replacement labor should also be in place.

Then there's the monkey wrench of pollution, a site whose provenance may have included underground storage tanks or other waste. Donovan advises getting at least a Phase I environmental assessment, and if even a hint of contamination is found, going directly to Phase II. "Early remediation can take care of many problems."

Sometimes things just happen. "At some point during a project — particularly a long-term one — something may come up late in the game that can be a deal-breaker," remarks McKean. Events outside anyone's control, such as the death of a key player, the company being bought out, or changing state and local tax laws can affect cost implications and market focus, endangering the entire program. "At that point, you must figure out whether to go forward with it or cancel. I've seen it happen both ways."

And relocation — from hell or otherwise — is hardly an exact science. "Some projects have been spectacular mistakes, although the companies involved might not necessarily perceive it that way," observes Donnelly. "Sometime projects fail for business reasons that would apply anywhere."

E-Commerce: A Golden Opportunity

It would be nice to say that, with the click of a mouse button, the World Wide Web has provided optical suppliers and professionals with thousands of dollars of additional income and hundreds of new customers. That it has revolutionized the entire industry and server-ed up, so to speak, a totally new way of doing business. That those without Web sites will be left behind in a cloud of cyberdust, plodding along with their outdated fax machines, 800 numbers, and — gasp! —regular mail requests for orders. These things haven't come to pass...at least not yet.

So, Where's the Bandwagon?

Although many companies have a presence on the Web, few offer direct online ordering. "People in the optical industry are slow to embrace new technology," states Dale Ennis, manager of education and training at Titmus Optical of Petersburg, Virginia (www.titmus.com), maker of safety and other specialty frames. "It's almost too easy to send electronic orders, and there's still the fear of something new. Folks live and die by their fax machines, although they feel compelled to call up and ask whether the company received the fax." Most e-mail ordering systems are set up so the customer gets an automatic acknowledgment of his or her request.

When he put up his Web page about a year ago, "it was criticized as being too commercial and unprofessional, and that it somehow it cheapened the product" recalls Dr. Michael Cypress (www.eye-contacts.com), an optometrist with offices in Pleasanton and Walnut Creek, California. But he was merely ahead of the game: "Because it's less expensive for my patients to order contact lense refills over the Web, I'm able to pass along savings to them. Thanks to technology, our prices are lower" than many local competitors.

There's a myth — largely urban — that once you give your credit card number over the Internet, you can easily be ripped off. According to Jan Ennis, CEO of Ennco Display (www.ennco.com), a Redmond, Washington company which designs, builds, and installs optical displays, "people provide credit card information to 800 number operators all the time and don't think twice about it," not to mention sending in forms with little consideration to the possibility of mail fraud. "There's been a lot of press about [online thievery], but nothing has actually happened."

Western Optical Supply of Santa Fe, N.M. (www.westernoptical.com), one of the largest equipment manufacturers and suppliers in the U.S., has had online ordering for almost a year. Along with helping increase sales, president Joshua Freilich sees it as a quicker and more efficient way of moving their products . Unlike faxes or conventional order forms, online ordering greatly reduces the chance of typographical errors from keyboarding, because the data goes directly into the system. He adds, "because they know us, our customers are comfortable providing their credit card numbers" over the Internet. Along with "a good reputation, we have our own server which is a standalone system." It provides what's known in Internet lingo as a secure or encrypted line so hackers and others cannot gain access to consumer information.

Strengthening the Strands

This brave new Web has supplemented businesses willing to put up even informational sites. With about 325 frame styles to describe and picture, Kenmark Optical (www.kenmarkopt.com) of Louisville, Kentucky would have been responsible for the loss of many trees — not to mention the expense of printing and mailing a detailed catalogue — without their Web site. "Sales reps can view the product quickly, at their leisure," comments Dale Parris, director of management information systems at Kenmark. Unlike a printed advertisement which has a limited shelf life, "our site is out there all the time; customers can also find out about the company history, the facilities, and the schedule of shows where we'll be exhibiting." Rather than waiting for a brochure, interested parties can gain immediate access to the material, along with the name and number of a local distributor if applicable. The site can be updated regularly, keeping visitors abreast of new developments and products.

Freilich of Western likes the flexibility inherent in posting your own electronic billboard.

"Our Web page is designed so customers can e-mail us with questions from no matter where they're at on the site. Often you learn more about your customer when you communicate electronically." There's a give-and-take not normally found in a fax transmission or letter, along with the added bonus of savings on stamps and phone bills. E-mail can be particularly helpful "if you're dealing with someone from a foreign country and there's a language barrier." He cited the reinstatement of a plier that hadn't been used in over 20 years, based on a question from an Argentine client. "The exchange of ideas can be more important than the actual commerce."

Companies can also get a sense of who's visited their site by studying records of existing "hits;" that is, e-mail addresses of people who've clicked through. "I can generally tell whether it's a casual browser, a potential client, or even a competitor," explains Wes Traynor, President of Optivision (www.optivisioninc.com), a Phoenix, Arizona-based software company that supplies laboratory management systems. This helps figure out where customers are coming from; businesses can target marketing efforts accordingly.

And in fact, the Web has opened up the world to many optical enterprises. "Although our site hasn't directly increased domestic sales, it has enhanced overseas purchases, particularly in South America, where accounts contact us completely through e-mail," notes Chuck Field, co-owner of Multi-Facets Lab of Corona, California (www.multifacets.com), maker of specialty lenses. Time and cultural differences evaporate because the Web can be accessed 24-7 from anywhere in the globe.

In fact, some companies have become accustomed to receiving e-mail inquiries at certain times of the day due based on a country's time zone. "People can order something at 2 a.m. and expect a reply the next morning," remarks Sue Decot, president/owner of Decot Hy-Wyd (www.sportglasses.com) of Phoenix, Arizona, producer of sports eyewear. "The convenience is just incredible." Gone is the Monday morning wait to make that phone call to order items or access the office fax machine. Anyone with a computer and modem can do business, as long as there's an electric outlet and phone jack.

The Future Is Now

The last couple of years have seen an explosion of Web sites, which are multiplying like, well, a nest of spiders. Along with online ordering, many companies are considering adding sound and animation for a "movie-like" effect. Visitors with sophisticated browsers are already treated to "Margaritaville" when they enter the Ennco Display site. Online discussion groups and informational newsletters; and sophisticated tracking systems where customers can check on existing orders and get a history of products purchased are some other innovations. But before you rush out and hire a Web designer or buy a do-it-yourself kit (see sidebar), consider that not only do competitors know what you're up to but unless the site is monitored constantly, you can lose credibility. "Customers demand even more speed in answering their requests," comments Max Meloni of Sunglasses International (www.sunglasses-int.com) a firm based in London that provides European designer frames. "They expect to receive the product or information immediately and this is not always possible," especially when you're juggling orders from many different sources.

And there's little danger of losing the personal touch. "We pride ourselves on close contact with customers," remarks Decot of Hy-Wyd. "The phones are constantly ringing and we still spend many hours helping people find the product that's right for them."

But who wants to be the last kid on the block without a bicycle? "I don't think sales will be going through the roof because of the Web," admits Dale Ennis of Titmus. "But it's better to have a site sooner than later. It's kind of like insurance — you might hate paying for it, but when you need it, you're glad you've got it." It's an added customer service, and besides, how else could you justify the strains of Jimmy Buffet coming from your office?

Website 101

Most companies have the same attitude towards creating an Internet presence as consumers do about plumbing — they opt for professionals. But Ante Logarusic, marketing communications specialist with Volk Optical (www.volk.com) a Mentor, Ohio manufacturer of diagnostic and therapeutic lenses, took the plunge himself and, with no prior experience, used Microsoft Frontpage (about $140) set up his company's site. "The software made it easy," he says. "Everything's set up in a logical, clean form" eliminating the need for learning code and other technical requirements. He estimates it took him about two weeks to design the page and two days to set it up.

"I didn't put a lot of bells and whistles into the site," he continues. "It wasn't really necessary. These doctors are no-nonsense guys and just want the information quickly." Other popular products include Allaire Homesite (about $80); Claris Homepage (about $100); Macrmedia Dreamweaver ($300-400, depending upon the version); and Corel Webmaster (about $190). Those looking for these or something fancier can visit Microcenter (www.microcenter.com) or CompUSA (www.compusa.com) either in person or (of course) on the Web.

 
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