MANAGEMENT


Improve Sales Market Penetration HENRY CANADAY


At a company that traditionally sold new electric motors to GM, Delphi, and tier-two suppliers of the auto industry – and serviced a variety of elec- tro-mechanical items – they made the decision to expand to new markets. The reasons were simple. And the results were exciting.


When companies rely for their sales on one customer, their position may be tenuous – putting them in danger of more unpredictability, struggles, and recessions. The auto


industry certainly has gone through difficulties over the years and, because of that, this electric motor company decided to take some of its eggs out of a one-customer bas-


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ket and find other baskets. The first step was to make inroads by working alongside trade groups. Once this initial internal industry work was done, new prospect accounts in an extended range of industries opened up. According to the company’s sales


VP, Martin Barnes, “Twenty years ago we were probably 80 percent in the auto market. Now, that number has changed to 50-50, which has helped our business.” This shift required the company to make investments in its physical facili- ties to accommodate different types


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