Steven Barnes

Sales force was in disarray because U.S. territories’ costs were high and not adequately managed. Territories were losing money. Recruiting sales force was largely ignored. Cost margins were higher than revenue because territories’ sales force was North Carolina-based, regularly traveling as far west as California.

Promoted sales employee to product manager focusing on new product development, training, and key account growth. Hired new reps in critical territories who were paid on commission-only basis. Personally covered territories with no reps while filling position.

Territories became profitable. Reduced travel costs and secured new accounts. Overall increase in new accounts was 15%. Improved client relationship management with existing accounts. Focused on training sales representatives.

Recommended consumer-magazine advertising program to increase brand awareness in U.S. Costs to advertise and agency fees to purchase media were high. Italian-based team reporting directly to Chairman felt media agency should continue to purchase media.

Gained approval of Chairman to personally negotiate media buy contract and additional value-added items, including use of product in photo shoots, by emphasizing that stateside stake in successful outcome was higher than agency.

Secured financial and negotiation responsibility for $2.3 million ad campaign by Chairman, saving company $34,500 in agency fees.

Promoted to Director of Advertising. Print Manager was responsible for negotiating printing contracts and paper purchase. Was not directly involved in print buying but felt company had too many printers and costs were too high. Printing contracts were awarded without regard to printers’ specific abilities.

Met with Print Manager and each printer to discuss concerns, and communicated that company would reduce number of printers and favor best service and lowest costs. Conveyed need for printers specializing in specific formatting.

Reduced waste and printing costs. Renegotiated contracts. Saved company more than $600,000 annually.

Strategy to expand sales was to build brand behind world’s largest leather furniture manufacturer. Plan was to present furniture to public in galleries, a store-within-a-store concept. Aggressive goal of opening 125 galleries within 12 months was mandated. Only drawings and prototypes existed. Sales force was expected to buy into the brand and learn to sell concept to customers, with some gallery costs as high as $50,000.

Collaborated with Italian colleagues to develop system in which suppliers’ product parts would be warehoused in U.S. Assembled U.S.-based design team that custom designed each gallery and managed construction. Trained independent sales representatives to sell concept to customers. Assembled financial statistics to assist in selling program.

Surpassed goal 120% by designing and installing more than 275 galleries within first 12 months. Market share increased 15%. Secured more than 750,000 sq. ft. retail space and raised brand awareness to top 25 furniture manufacturers.

Alaskan residents received thousands of dollars each October in oil pipeline royalties, an untapped source of sales. Opportunity was missed because there was no way to coordinate departmental efforts. Additionally, high-margin sales were missed. Logistics would be largest challenge.

Agreed that product catalog was necessary and logistics could be worked out. Compiled list of suitable, high-margin products and obtained buy-in from key departments. Regional Manager secured store to act as distribution center for distant towns. Discovered that residents in distant towns desired products like big-screen TVs and would travel to pick them up or pay airlift charges.

“Dividend Days” catalog averaged comp store increases of 15-20% and became annual promotion.