| Recent legislation enacted by the State
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| | pleased to learn the number of prospects
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| of Maryland forces employers with more
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| | and hour of cold calling would unveil.
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| than 10,000 employees to spend a minimum
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| | Dollar signs pierced their cranium as
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| of 8% on health care. Known as the
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| | they thought about the prospects to their
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| Wal-Mart law, because Wal-Mart is the
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| | agency. Obviously it had to be mandated
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| only employer in the state directly
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| | that every agent spend an hour a day,
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| affected by the law, it seeks to recoup
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| | preferably between 9 and 10 each
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| dollars the state contends Wal-Mart is
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| | morning.In the case of my client this
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| costing their Medicaid fund. Thirty
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| | cold call period was a time that he
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| other states are considering similar
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| | normally was intensely involved in
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| legislation.The 8% figure was arrived at
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| | networking. The demand of being in the
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| because that is the "average" being spent
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| | office to make the cold calls required
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| nationally by large
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| | that he spend his primetime at networking
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| corporations.Throughout the years,
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| | to make cold calls. His talents and
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| Wal-Mart worked very hard at keeping
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| | personality lent him towards networking.
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| prices low. As an executive with Kmart,
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| | In fact he was excellent at networking.
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| I met Wal-Mart executives at many
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| | However he struggled with cold calling.
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| conferences and seminars. With every
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| | Actually "struggled" is too mild a word.
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| product they sold their desire was to
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| | He hated cold calling. He came off as
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| find a way to increase efficiencies so
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| | cold, scripted, and uncaring. He rarely
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| that they could reduce the cost of every
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| | was able to close a deal when the initial
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| item they sold. Most of the efficiencies
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| | contact was via cold calling.On the other
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| were in the distribution channel, however
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| | hand, while networking he was in his
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| at the same time they were finding ways
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| | comfort zone. He was able to get strong
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| to keep overhead low. One such way was to
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| | leads and even encourage the lead-givers
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| keep employee costs down.The mystique of
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| | to introduce them to the prospect. Once
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| Wal-Mart and how they grew to be the
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| | he had to take his time away from
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| universe's largest business, with an
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| | networking to make cold calls he fell
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| economy greater than all but 20 nations,
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| | from being one of the top five
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| is that Wal-Mart is consistently the
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| | salespeople in his office to a bottom
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| lowest priced retailer. This means that
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| | dweller. Sure his cold calling was now
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| from a percentage viewpoint Wal-Mart is
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| | at the average of one hour a day.
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| spending less on many items including
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| | However it was his networking that put
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| total employee cost, the cause to move
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| | black ink on the bottom line.The sad part
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| merchandise, the cost to transport
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| | is that the agency thought they had a
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| merchandise, expenditures on real estate,
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| | win-win. The cold call average went up.
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| and much more. Once any of those
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| | Because they were focused on the cold
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| elements changes significantly, Wal-Mart
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| | calling, they did not realize that his
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| must seek another way to keep prices low
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| | sales had gone down. What they thought
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| or to raise prices.The latter is what the
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| | was a success was a failure in my
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| Wal-Mart attackers are seeking. The two
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| | client's eyes. Soon he became discouraged
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| largest groups battling Wal-Mart are
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| | and moved to a different
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| comprised of individuals from
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| | company.ConclusionWhen we focus on the
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| organizations that have much to gain if
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| | average, we tend to focus on the fact
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| employees are unhappy or if Wal-Mart
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| | that we are improving below average
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| prices were higher. By raising
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| | statistics. We tend to overlook that we
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| Wal-Mart's expense on health care
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| | are also reducing the performance of our
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| Wal-Mart will be distracted by finding
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| | best performers. So it is with every
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| other ways to keep their prices low. The
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| | aspect of an organization. We must look
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| hope is they will be unable to do so,
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| | at the entire picture. If we do not look
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| making Wal-Mart a less fierce
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| | at the total personality of our
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| competitor.Obviously if Wal-Mart is large
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| | organization, our competitors, and most
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| enough to be Maryland's only large
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| | importantly our people, we will
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| employer spending less than the average,
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| | constantly be seeking to drive to the
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| once they begin to spend the average, the
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| | average. If successful we will be just
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| average will go up. To be consistent
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| | that, average. The bad news is that
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| this would require new legislation to
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| | inter-organizational and interpersonal
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| raise the threshold, thus creating a
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| | competition does not allow those that are
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| never ending cycle.The sport of hating
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| | average to be successful. To succeed one
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| Wal-MartIn some circles, hating Wal-Mart
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| | must be above average, particularly in
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| has become a sport. However this
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| | the areas that our customers and
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| overlooks recent studies that have shown
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| | employers are most interested.In the case
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| the American economy has a lot to be
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| | of Wal-Mart and healthcare, if Wal-Mart
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| thankful for when it comes to the
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| | spends more on health care than the
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| mega-retailer. The studies show that
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| | average, the average will be driven up.
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| Wal-Mart has been instrumental in keeping
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| | Then using the "average" as the
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| consumer prices low across the board.
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| | barometer, those below average will come
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| Certainly Wal-Mart is the low-price
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| | up to average creating a never ending
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| leader. When Wal-Mart first enters a town
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| | spiral. Wal-Mart will not give up their
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| the local mom-and-pop retailers think
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| | price leadership, making this game of
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| that they must compete with Wal-Mart on a
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| | playing averages with healthcare
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| price basis. This price distraction is
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| | expenditures will result in higher prices
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| the real culprit when it comes to local
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| | for everyone.Rick Weaver is an
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| business failure following the Wal-Mart
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| | accomplished business executive with a
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| grand opening.As with any business
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| | wealth of experience in retail, market
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| strategy if you can recognize your
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| | analysis, supply chain enhancement,
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| competitor's strengths and weaknesses you
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| | project management, team building, and
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| can develop a plan to overcome those
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| | process improvement. Building on a strong
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| strengths and weaknesses. There are many
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| | retail background, Rick moved to full
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| things that Wal-Mart will not do. For
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| | supply-chain involvement, working with
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| example, the need for high volume
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| | hundreds of companies to improve sales,
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| prevents Wal-Mart from carrying specialty
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| | processes, and bottom-line results.As
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| products. Local retailers with the
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| | Rick's interaction in varied industries
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| insight to focus on the consumer need
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| | expanded, he became troubled as he
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| Wal-Mart cannot meet are the local
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| | increasingly noticed that people and
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| retailers that thrive off of the
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| | companies had untapped or unfocused
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| increased traffic created by the
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| | talent.Coupled with Rick's passion for
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| low-price discounter.Why below average is
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| | training and development, popular style
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| good for salesThere is nothing inherently
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| | of interactive workshops and seminars,
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| wrong with seeking to raise "below
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| | and strong desire for continuous
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| average" to "average" performance.
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| | improvement, he founded Max Impact
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| Sometimes a focus on one "average" may
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| | Corporation to be singularly focused on
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| distract an employee or an organization
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| | helping individuals and organizations
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| from another "average", or even an "above
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| | achieve high performance.Rick is a
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| average".Last year I was coaching a
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| | popular speaker at seminars, workshops,
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| financial planner. His organization
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| | and conferences. He has spoken in 43
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| noted that not all of their planners were
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| | states, including Alaska and Hawaii, and
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| doing their cold calling to find new
| |
| | in Canada and Puerto Rico. He is
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| clients. Their research showed that the
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| | available to speak at groups of all
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| average time spent on cold calling was an
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| | sizes.
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| hour per day. They were also very
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