Tireless. Kim Lorenz

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СКАЧАТЬ didn’t need a bulk discount—they needed our expertise and training in how to manage their services more effectively, saving them infinitely more money in the long run. We had a passion and goal that we could become the dominant market leader if customers were willing to listen and learn. Examples such as this were proving we were doing what we said.

      In any case, we were well on our way to building a well-oiled machine. It was time-consuming and costly, but it was worth it in the long run. This was because we not only had to train employees from scratch about the products, but more importantly, we had to train them about the customer’s operations and why and how our sales and service employees could make this a success for themselves personally. Our competitors often spent their time training people on the product, explaining all the reasons their tires were better than other tires and always giving some incentive to the salespeople or a discount to the customer. What we were able to see is that tactic is not what was best for the customer, though the customer would not know this unless we could teach them our vision of a better way.

      As we continued to gain market share, we were able to start doing business with many of the largest transportation and truck-related industries in their respective markets. We had been building up an excellent reputation and building a portfolio of satisfied customers that could be used as examples and references. The way we were marketing, selling, and servicing didn’t make much sense to our competition as we continued to rise to the top. They couldn’t understand why people would be doing business with our company, even when they offered a lower price for a product. The saying, “You do not know what you do not know,” defined our competition, and we hoped it would stay that way. Meanwhile, little by little, their customers started coming over to us.

      Our strategy is nothing more than using common sense. Our method of doing business was right in front of our competition, yet unseen or possibly not understood. Our customer-focused strategy could be applied in any business today as it was then. For us, in our industry, the customer had to buy tires in order to operate. They could buy from anyone. They had lots of choices. But our company developed the knowledge of their business and was able to show the customer better ways to operate as it related to tire usage. Simply put, we could show the customer how to spend less, buy fewer tires, and save money in operations. We became the trusted, value-added supplier.

      Your business could be an industrial application or even a cloud-based service. People, in any industry and from all walks of life, have the ability to see something right in front of them and wonder why it is that way if only they try. Anyone can think through the problems around them and see solutions. Often, they can visualize a business that can profit from what they see that others do not. Every business needs continuous improvement and to strive to find better ways to operate and be more profitable. No matter if you have that idea to improve something where you work now, or where you can improve the operations of your customers, you have the ability to see things differently and consider the question “Why?”

      In our case, we had taken our operations from a fledgling company facing a large Federal lawsuit to an enterprise that grew almost too fast. Smarter, more business-savvy individuals might have taken this company public, expanded the proven concept, gone into franchising or brought in private equity. A Harvard or Stanford MBA case study could be developed around our business, as all those options were a distinct possibility. The study would be on what alternative made the most sense. As we grew, we had discussed some of these ideas early on with our banker, Andy. Unfortunately, Andy was no longer in the banking industry by the time any of these ideas could have become a reality. The bank he worked for had been sold, and he accepted an offer to become the CFO for a large company. Although we had a new banker, the discussion on alternative means of financing the growth just did not happen. And besides, our time was consumed with the growth: training, hiring, buying equipment, and learning what the competition was doing. We were also opening new markets. We now operated six locations, and market share was growing in all of them, and all that new business was at the expense of our competition as we were taking their customers from them.

      A few years later, we saw another huge opportunity. From a simple, insignificant transaction in our business with a global Fortune 500 firm, we saw something in that company’s operations that could be improved that might lead to a whole new enterprise. This customer was an enormous and successful Fortune 500 firm. I had been studying W. Edward Deming and his “what, why and how” strategies. He had transformed manufacturing processes that resulted in increased profits and sales starting with Toyota after WWII. Both John and I were studying his work as it related to our own manufacturing operations, but the same knowledge could also be applied to how we see other opportunities and improve customer operations through our services. This new opportunity we visualized was with PACCAR, one of the world’s largest manufacturers of large trucks. There is a more detailed story about this later, but we did end up starting another business surrounding this vision that ended up going global. This new enterprise created another drain on cash initially, but became an extremely profitable, cash-flow-positive operation in a very short time.

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