To answer this question, we chose a common denominator for comparison. We decided to look at first-year sales figures to determine which new products had been most successful during the first year of introduction. (Some allowances were made for variables such as potential market, economic conditions, and the like.)



In looking at the figures, we discovered that the less complex the product or service presented to our sales force (in other words, that which is easiest to sell), the more successful it was when introduced. For example, a large quantity of a new, highly technical plastic sat on the shelf, while, in comparison, truckloads of a new, clear plastic sheet were shipped out to customers almost daily. The reason? The clear sheet was considered easier to sell. Our sales people could understand easily (since we introduced it by keying on one outstanding feature) where and how it was used and who needed it. On the other hand, the new plastic was unfamiliar, complicated, and just a bit awesome.

So, there it was in a nutshell. If you want to motivate your sales people to sell a new product or product line and do it successfully, then make it just as easy as you possibly can for them to sell at every step along the way.

Applying what we learned to a new product line: identity here is how we turned a new product line into multimillions of dollars in sales the first year. You may find these guides useful next time you introduce a new product or product line. First, make it easy for your sales people to know you have a new product to sell. That may sound silly, yet how many times have you heard some salesman say, "But I didn't know we even carried that product." So don't leave them any room for excuses.

At Cadillac, the first thing we did was to build such strong identity for our new line that it was hard to ignore. We chose the trade name to encompass the entire line of safety products that is required by customer as-a result of a new law in the United States called Occupational Safety and Health Act of 1970. The name describes the product line clearly and precisely. Next, we expanded the OSHA-Spec trademark by developing visual identity. We created a symbol a somber yet professional looking safetyman. Then, to keep OSHA-Spec highly visible, we had printed new stationery, envelopes, and note pads. We added the trademark to our inter house correspondence forms and eventually to our corporate logo and corporate advertising. We also had telephone stickers printed up, as well as posters, and put Ollie's face on pens, matches, and even on some office coffee mugs. The message got across. It was easy for our sales people to remember safety products because visual reminders were everywhere. The symbol created awareness of newness and overcame resistance to change. To reinforce the point that we were now in the safety products business, we also had an official "debut", complete with a ribbon cutting ceremony. We turned some unused warehouse space into a safety products "showroom" and invited our key suppliers, customers, and members of the press to the grand unveiling. We took lots of pictures and sent out press kits and even managed to get some television coverage. Believe me, by nightfall there wasn't a person in the company who didn't know we were in the safety products business.

Copyright (c) 2008 Thotsaporn Khumwaree