When Sales Does Not Cure All

Right now, what my business needs is sales.

Sweet sales. This wasn’t the case last year.

Here’s where we were:

Last year (fall 2015 to fall 2016), due to a number of crazy things (hint: mismanagement) we were behind on all of our projects. We entered the year with a glut of defensibly late deliveries. Over $100,000 worth in a fairly small business. This was unearned revenue.

Our process was broken, and overhead (and dumb stuff) had soaked up most of the money. We had to lay people off (or let them resign without protest), and a new sale? That would have made our problem worse because we’d have to staff it.

New customers were not having the impeccable experience I wanted them to have. We were reactive, not proactive. We didn’t deliver the experience I wanted, though the final product was good, the customers got a white-knuckled confusing ride that was beneath our standards.

A couple of key people – Vas and Steve were key in helping me get clear on the problems that our service level was causing. One got a nicely done video (a little late- because you can always find an excuse to blame the client). The other got a (deserved) refund.

But had we made more sales, we would have kicked an even bigger problem down the road. Simply put, our business had to get our process straight before we introduced new customers to us. We had to stop and build something that was good enough for our customers.

It was hard to do. My creative director and I spent the summer and fall perfecting scripts, getting clear on what our job was and what our values are. We did this while triaging deals that were hard to finish up, and retooling our creative department.

It sucked – for my ego – to deliberately turn down the volume of sales and turn away customers. I stopped engaging in daily sales activities for the time. But, we were able to deliver what customers started to rave about starting in about October.

And now, we have to do two things:

  1. More customers.
  2. Better work.

Sales will fuel this, again. We got by on talent in the old days. We had some supremely talented artists, but a lot of that work was wasted because we didn’t support them with an exemplary process.

Now? It’s time for sales.

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Christopher Johnson
 

Chris P. Johnson is the CPJ of this blog's fame. He's a family man, a new crossfitter, and a bad chess player in good practice. He runs the company Simplifilm which has done work for some of the best companies on the Internet.