Omnico Inc Analysis

Omnico Inc Case Study Anne Floros Keller Graduate School Table of Contents Title Page………………………………………………………………………………1 Table of Contents………………………………………………………………………2 Statement of the Problem………………………………………………………………3 Summary of the Facts…………………………………………………………………. 3 Analysis……………………………………………………………………………….. 3-5 Recommendations…………………………………………………………………….. 5 Conclusion…………………………………………………………………………….. 5 Works Cited……………………………………………………………………………6 Statement of the Problem Omnico Inc is well below industry average in customer retention.

Knowing that it costs more to attract new customers than it does to retain existing customers how should Omnico go about facing this challenge? Summary of the Facts Buddy Towers is an experienced member of the sales field at Omnico Inc.

He has been the top salesperson 20 out of the last 35 years; therefore, he knows how to interact with the customers. He currently holds the position of sales manager and wants his employees to build relationships with their clients to strengthen their bond and retain their loyalty.

However, he is very adamant that his employees are going to have to do this type of relationship selling on a golf course where not everyone feels “at ease.

” A successful sales representative Laura Kilburn, who has been with the company five years backed up this sentiment by stating, (Rich, Spiro, & Stanton 2008) Buddy you’re still old school. Today’s customers don’t come back to us because they’re our golfing buddy; in fact many of mine don’t even golf.

Omnico

Customers not re-buy from Omnico only when our products and service improve their bottom line. Follow-up is important, sure—but it involves a lot more than playing stupid games with the customer. Analysis Both Towers and Kilburn have substantial arguments.

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However, first Towers argument of relationship selling is going to be looked at first. According to Spiro, Rich & Stanton (2008) relationship selling involves trust, cooperation, commitment and information. These are very intricate concepts to get customers to “buy” into.

The customer wants to believe that they’re a unique individual with their own set of wants/desires and not just someone that is going to be receiving the same sales speech as the rest of the general public. The major element in to achieving this is through open communications and building rapport with the customer. If it’s a product that’s being sold to them the salesperson has to access their needs. Why are they purchasing the product or service? Is it a situational factor? Maybe it’s someone who is selling snow plowing tools and will just need this equipment during the winter months.

Maybe the customer is trying to solve a problem as in if they don’t receive “x” amount of plows by 8am Tuesday morning all city employees will have a delay in getting to work. Maybe the snow plow the company is currently using only holds 2 tons of snow, but the ones we’re selling hold 4 tons of snow. Therefore, they become more efficient and productive by having our equipment on the line. By involving that customer in the process they feel you’re specifically looking to solve their problem not just make another sale.

If the customer is concerned about the cost there could be a possibility that they need to see the benefits of obtaining the service. For example, the service employee might say, “Your employees will be off the roads by 11am versus 1pm with our special plowing system enabling them to get to other tasks at hand. If you purchase them now since you’ve been a long term customer of ours I will offer you a 10% discount if paid within the first 30 days. ” However, this needs to be able to have the employee empowered to make these decisions as well. In Tower’s case he wants to build the relationship by doing a round of golf.

However, as Kilburn pointed out not all employees or customers are entertained with golfing. This is where it becomes imperative that employees are empowered to make this call on how/where to build this relationship with the customer. The employee could find out if there are any common interests they share and discuss business while potentially going on a morning jog, sharing a cup of coffee at a local Starbucks, getting dinner at the trendy new Thai restaurant, or just even speaking over the phone if the customer is too busy to meet in person.

It is the customer that keeps the company in business so it is the employers business to keep the customer content. Finding out how much time the customer has ahead of time and preparing their presentation beforehand will lead to less objections and unnecessary follow-ups. It could be possible the customer is more business focused and doesn’t want a friend but wants to get straight into business. In this case a phone conversation might be the best bet. Recommendations It is necessary for Omnico to set an obtainable objective, for example to retain 70% or more of customers by 3rd quarter of 2012.

According to Abrams (2009) these are some great examples of keeping the relationship with the customer and maintaining loyalty: * Contact top customers (list of at least 10-25) quarterly * Keep the company name out there by advertising with emails, newsletters and networking * Give current customers good deals so they don’t feel new customers are prioritized before them * Keep a database of all past and current customers to be able to contact them quickly Also, have the customers leave feedback on the website and (or) respond to surveys.

This way the company could continue to build upon their strengths but also improve their weaknesses as well. Conclusion It is critical in order for Omnico to remain as a leader in the business market to implement relationship selling in their strategy. It is imperative to know the needs of the customer and ask the appropriate questions to see what their concerns/needs are and follow-up with the pertinent information necessary.

If Omnico retains 70% of all current customers that only leaves 30% that they will need to attract as new customers. Works Cited Abrams, R. (2009, March 25). Strategies: make customer retention priority no. 1. Retrieved from http://www. usatoday. com/money/smallbusiness/columnist/abrams/2009-05-29-customer-retention_N. htm Spiro, Rich, Stanton, R. L, G. A. , W. J. (2008). Management of a sales force. New York City, NY. : McGraw Hill.

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Omnico Inc Analysis. (2019, Dec 05). Retrieved from https://paperap.com/paper-on-omnico-case-study/

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