By Bernard Martin

Industrial manufacturers have traditionally viewed news sections on their websites as repositories for company announcements, trade show participation, personnel changes, and product releases. In many cases, these articles are written primarily to satisfy search engine optimization (SEO) requirements or to provide periodic updates to existing customers.

The emergence of artificial intelligence is changing the way technical information is discovered and distributed. Large language models no longer rely exclusively on keyword matching to identify relevant content. AI systems evaluate subject matter, context, technical accuracy, supporting evidence, content structure, and topical relationships to determine whether information should be included in generated responses.

This shift has created a new optimization discipline known as Generative Engine Optimization (GEO).
For industrial marketers, this transition requires a fundamental change in the way news blogs are developed. Content must now be structured for both traditional search engines and AI retrieval systems.

Traditional SEO focuses on improving rankings within search engine results pages. Optimization techniques typically include:

• Keyword placement
• Meta descriptions
• Internal linking
• Backlinks
• Header structures
• Image optimization

GEO focuses on increasing the likelihood that content will be identified, interpreted, and cited by AI systems.

An AI model does not simply search for keywords. It attempts to understand relationships between concepts.

A traditional search query might be:
"High-speed machining for titanium aerospace components."

An AI-assisted query might be:
"What spindle specifications should an aerospace manufacturer consider when selecting a machine for titanium machining?"

The first query depends heavily on keyword matching.

The second requires a model to synthesize information from multiple sources, compare concepts, identify relationships, and generate a comprehensive answer.

Industrial content written exclusively for keyword optimization often performs poorly in AI environments because it lacks sufficient contextual information.

Many manufacturing news articles follow a predictable format.

A typical product announcement might state:
"Company XYZ will introduce its new vertical machining center at IMTS. The machine features a 12,000-rpm spindle and a 30-tool automatic tool changer."

This approach provides very little information for an AI system to evaluate.
Important questions remain unanswered.

• Why was the machine developed?
• What manufacturing problems does it solve?
• Which industries will benefit?
• How does it compare with alternative solutions?
• What productivity improvements can users expect?

An AI model cannot infer information that does not exist within the source material.

Traditional press releases often function as announcements rather than educational resources.
GEO requires industrial news articles to become technically informative documents.M

Every industrial news article should answer five fundamental questions.

1. What Is It?
Provide a precise technical description and avoid generic marketing language.

Instead of writing:
"Our new machine delivers exceptional performance."

Provide measurable specifications.

For example:
"The machining center incorporates a 15,000-rpm HSK-63A spindle, a 40-tool automatic tool changer, 1,000-psi through-spindle coolant, and a maximum feed rate of 1,400 inches per minute."

2. Why Was It Developed?
Describe the manufacturing challenge.

• Was the product developed to improve cycle times?
• Was it designed to increase unattended machining capacity?
• Was it intended to address labor shortages?

AI systems place greater value on content that explains cause-and-effect relationships.

3. Who Should Use It?
Identify specific industries, applications, and manufacturing processes.
Instead of saying:
"Ideal for manufacturers seeking improved productivity."
Provide greater specificity.

For example:
"The machine was developed for aerospace manufacturers producing structural aluminum components, medical manufacturers machining titanium implants, and contract manufacturers operating high-mix, low-volume environments."

4. How Does It Work?
Mechanism-first explanations improve AI comprehension.
Technical content should explain operating principles rather than simply listing features.

Instead of stating:
"The machine includes adaptive tool management."

Explain the mechanism.
"Adaptive tool management continuously monitors tool life and automatically indexes replacement tools when predefined wear thresholds are reached."
Mechanism-based explanations establish relationships between technical concepts, which improves AI retrieval.

5. What Results Can Users Expect?
Industrial manufacturers make purchasing decisions based on measurable outcomes.
Whenever possible, include:

• Cycle-time reductions
• Tool-life improvements
• Surface-finish measurements
• Tolerance data
• Productivity gains
• Labor reductions
• Energy savings

Quantifiable results create stronger content signals for AI systems.

Manufacturing marketers frequently underestimate the importance of technical depth.
An article describing a CNC machine should not stop at spindle speed and tool capacity.

Additional technical information might include:

• Bearing construction
• Guideway design
• Ballscrew specifications
• Thermal compensation systems
• Coolant delivery methods
• Toolholder configurations
• Control capabilities

AI models evaluate semantic relationships between these concepts.
The more complete the technical explanation becomes, the more likely the content will be retrieved during complex manufacturing queries.

AI systems frequently retrieve content that directly answers specific questions.
Question-based subheadings improve content discoverability.
Examples include:

• How does a geared spindle improve low-speed torque?
• When should manufacturers select box ways instead of linear guideways?
• Why is through-spindle coolant important during deep-hole machining?
• How does a machine tool's thermal compensation system improve dimensional accuracy?

Question-driven structures align naturally with conversational AI queries.

Manufacturing content should prioritize documented evidence.
Include:

• Technical specifications
• Application studies
• Performance testing
• Production data
• Industry standards
• Engineering documentation

Unsupported marketing claims reduce content credibility.
AI systems increasingly favor content that includes traceable information and measurable evidence.

A single article should not exist in isolation.
An industrial product release announcing a new CNC lathe should connect to related content, including:

• A technical article explaining spindle design
• A case study describing a customer application
• A tooling article discussing insert selection
• A maintenance article covering preventive service requirements

Internal content networks establish topical authority.
AI systems recognize these relationships and use them to improve contextual understanding.

Case studies provide the most effective GEO content because they combine:

• Technical specifications
• Operational challenges
• Manufacturing processes
• Quantifiable outcomes

A manufacturer evaluating a machine tool is more likely to ask:
"Which machine reduced cycle times during the machining of aerospace components?"

A case study provides significantly more retrievable information than a traditional announcement.
Every product launch should eventually be supported by one or more documented application studies.

Industrial marketers should reconsider the role of their news sections.

News blogs should function as technical knowledge centers rather than chronological archives.
Every article should contribute to a growing database of manufacturing expertise.

Traditional SEO remains important. Search rankings continue to influence content discovery. However, AI systems are becoming increasingly important intermediaries between manufacturers and technical information.

Organizations that continue to publish announcement-driven content will struggle to maintain visibility.
Organizations that publish technically detailed, evidence-based, educational content will be positioned for success in both search engines and AI-driven information environments.

Generative Engine Optimization is changing the way industrial information is created, organized, and distributed.
Manufacturers should treat every news article as an opportunity to educate their market, document engineering knowledge, and establish technical authority.

The objective is no longer to publish more content.

The objective is to publish more useful content.

Content that explains mechanisms, documents outcomes, provides verifiable evidence, and answers technical questions will become the foundation of industrial marketing in the AI era.C

By Bernard Martin

As i sit here watching the sun rise over Lake Como I find myself contemplating what kind of thought process it took to destroy a set of brand names that have existed for decades.   SME has decided to drop the long-standing names WESTEC, SOUTHTEC, and EASTEC and replace them with things like Manufacturing Technology Series – Southeast or MT Series West. To anyone who’s been in the metalcutting manufacturing industry for a while, that’s like hearing Nike decided to rename itself Athletic Footwear & Apparel Global Division North. It’s technically descriptive—but completely forgettable.

These shows have been around for decades. WESTEC, EASTEC, and SOUTHTEC have built strong regional identities over the last 30-plus years. People said, “See you at WESTEC,” not “See you at the Manufacturing Technology Series Western Event.”

The names meant something. They had roots. It struck me: this is not just a “refresh” — it feels like a dismantling of decades of brand equity. And it’s a move that, to me, seems deeply foolish.

Honestly, I think this name change misses the mark. Everyone in our industry knows those old show names — they’ve been part of the rhythm of shop life for decades. They were short, memorable, and instantly recognizable. When you replace familiar names with long, corporate-sounding titles, you lose that immediate connection. It’s like trying to rename Chevy to General Motors Midwestern Passenger Vehicle Division. Nobody’s going to remember it, and it doesn’t inspire much excitement.

There’s also a ton of history tied to those names. People remember their first booth, their first sale, the big customer they met at WESTEC, or the machine they bought after seeing it run at EASTEC. Those memories matter. They give the show personality. When you throw that away, it gives off a sense that the people running the show don’t fully appreciate the brand equity they inherited. It feels like overthinking for the sake of uniformity, not progress.

And beyond nostalgia, this is just bad business. From an SEO standpoint, WESTEC, EASTEC, and SOUTHTEC had decades of backlinks, articles, and organic search traffic behind them. They were established brands with digital authority. Starting over under a new name means starting from zero — losing all that visibility and web traffic that’s been compounding for years. That’s like scrapping a perfectly dialed-in machine setup that’s been running efficiently for decades just because someone decided the color didn’t match the new logo.

Even the new names sound flat and bureaucratic. Manufacturing Technology Series – Southeast doesn’t exactly roll off the tongue. It sounds like something a committee dreamed up after too many branding meetings, not an event people look forward to attending.

At the end of the day, brand names aren’t just labels. They’re emotional shorthand for relationships, experiences, and trust. WESTEC, EASTEC, and SOUTHTEC weren’t just trade shows—they were industry landmarks. Changing those names doesn’t modernize the events—it risks making them irrelevant.

by Bernard Martin

Think of a logo as a brand’s handshake—it’s the first thing people notice and remember. More than just a pretty design, a great logo tells a story, sparks recognition, and helps businesses stand out in a crowded marketplace. But creating an effective logo isn’t just about looking good—it’s about crafting a visual identity that works across different platforms and leaves a lasting impression.
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In this article, we’ll dive into what makes a great logo and why it’s more than just a cool graphic. We’ll explore how branding and logo design go hand in hand, why choosing the right name matters, how to make sure your logo looks great at any size, and what digital branding means for logo design.

​By the end, you’ll have a better understanding of how to create a logo that’s not only eye-catching but also builds recognition and trust over time.

Let’s dive right in—your logo isn’t just a fancy graphic; it’s the face of your brand. It’s what people remember, recognize, and associate with your business. A great logo isn’t just about looking good; it works hand in hand with your overall branding to create a strong, lasting impression.

Think about the brands you instantly recognize—whether on a website, social media, a billboard, or a business card. That instant recognition doesn’t happen by accident. A logo should capture not just a company’s name, but its personality, values, and place in the industry. It needs to visually communicate what the brand stands for at a glance.
​
When it comes to designing a logo, creativity should run wild—at least in the early stages. Exploring different styles, symbols, and colors allows for a range of options before honing in on the best fit. The sweet spot is where creativity meets practicality: a design that’s visually compelling, easy to remember, and versatile enough to shine everywhere—from digital screens to embroidered merchandise.

Typography plays a vital role in shaping brand perception. The choice of typeface, letter spacing, and alignment impacts how customers interpret a brand’s personality.

Serif fonts often convey tradition and reliability, making them ideal for institutions and luxury brands, while sans-serif fonts create a modern and approachable feel, commonly used by technology and start-up companies.

​When designing a logo, typography should be carefully selected to complement the overall visual identity while ensuring legibility at various sizes.

Color plays a vital role in logo design, influencing customer perception, brand recall, and emotional responses. Different colors evoke different psychological effects, making it important to select hues that align with the brand’s identity and industry.

• Red - Often associated with energy, passion, and urgency. It is commonly used in industries such as food, retail, and entertainment to stimulate action and excitement.
• Blue - Symbolizes trust, stability, and professionalism. Frequently used in financial services, technology, and healthcare industries to establish credibility.
• Green - Represents growth, nature, and sustainability. Ideal for eco-friendly brands, agriculture, and health-focused businesses.
• Yellow -  Conveys warmth, positivity, and optimism. Frequently seen in hospitality, travel, and children’s brands.
• Black & White - Signify sophistication, luxury, and simplicity. High-end brands, fashion, and technology companies often utilize these colors.

​The color wheel, which you probably learned about in grade school, helps designers select harmonious color combinations that enhance visibility and appeal. If you don't remember how a color wheel works, do a search and learn it again before you talk to a designer.  

Understanding complementary colors and how they interact is also crucial. Contrasting colors, such as blue and orange or red and green, create dynamic visual impact, while analogous colors offer a more subtle and cohesive look.

Choosing the right colors ensures that a brand resonates with its audience while maintaining consistency across various applications.

A great logo doesn’t have to stay the same forever. Some of the most iconic brands have given their logos a facelift while keeping their identity intact.

Take Mastercard, for example—they stripped away the extra details, leaving behind those two overlapping circles we all recognize.

Spotify smoothed out its design for a cleaner, more digital-friendly look, and Airbnb went bold with a new symbol that represents its global community. These redesigns weren’t just about aesthetics; they helped modernize these brands and keep them relevant in a fast-changing world.
​
By looking at these transformations, we can see what works, and what doesn’t, when refreshing a brand’s identity. The key takeaway? A logo should evolve with the times, but never lose the essence of what makes it recognizable.

Logos used to be set in stone—one design, one look, everywhere. But in today’s fast-moving digital world, some brands are making their logos more flexible. Enter dynamic logos, which can change based on where they appear, the audience they target, or even the season of the year.

Think of Google’s Doodles—they tweak their logo daily to celebrate holidays, famous figures, and even obscure scientific discoveries. And then there’s MTV, a brand that once stood for music but now… well, let’s just say their logo changes more than their playlist, which, let’s be honest, isn’t very music-heavy anymore. Despite the content shift, their iconic ‘M’ remains a foundation, proving that a logo can evolve without losing its roots.
​
This flexibility helps brands stay fresh, engage audiences, and create new layers of interaction. Dynamic logos keep things interesting while maintaining a recognizable core, showing that adaptability is the name of the game in modern branding.  A key point here also is a logo remake can be great even of your product has gone to crap.  And yes, I'm looking at you Mtv. 

Logos might seem universal, but colors and symbols can mean wildly different things depending on where you are in the world. A color that represents trust in one culture might signal bad luck in another. Brands with a global reach need to be mindful of these nuances to avoid missteps that could alienate or even offend potential customers.

Take the color red, for example. In China, it symbolizes luck and prosperity, which is why brands like Coca-Cola thrive there with their red-heavy branding. But in South Africa, red is associated with mourning, giving it a completely different emotional impact. Similarly, white is seen as pure and peaceful in Western cultures but is associated with death and funerals in parts of Asia.

Symbols matter, too. The thumbs-up gesture, which is commonly used as a positive sign in Western countries, is considered offensive in parts of the Middle East. Even something as simple as an owl can have vastly different meanings—while it represents wisdom in many Western countries, some cultures associate it with bad luck or death.
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Successful global brands take these factors into account when designing their logos. McDonald’s, for instance, slightly tweaks its golden arches color palette in different countries to blend with local preferences. Understanding cultural associations in logo design isn’t just about avoiding mistakes—it’s about crafting an identity that resonates with people worldwide while staying true to the brand’s core message.

A logo must be designed with versatility in mind. It should be recognizable at both large and small scales, including formats as small as a 15 X15 pixel favicon that appears next to the URL in website. This requires simplicity in form while maintaining distinctive design elements that set the brand apart. A logo should also be easily identifiable in various applications, including digital branding, printed materials, and embroidered merchandise.

Key factors to consider in logo design include:

• Scalability - Ensuring the logo maintains its clarity and impact at different sizes.
• Color Considerations - Selecting colors that align with the brand’s identity while considering their psychological effects on the audience. Research into color preference systems, such as the Dewey Color System, can provide insights into how colors influence perception based on industry and customer demographics.
• Adaptability for Merchandise -  Avoiding gradients, excessive color transitions, or intricate details that may not translate well to stitched embroidery or small-scale printing.

​In the digital age, a logo must be adaptable to various online platforms. Each platform has different size and format requirements, making it essential to design a logo that maintains clarity across multiple dimensions.

​Some key digital specifications include:

• Facebook Profile Image: 170 x 170 pixels (displays at 128 x 128 pixels on mobile)
• Facebook Cover Photo: 820 x 312 pixels (displays at 640 x 360 pixels on mobile)
• YouTube Profile Image: 800 x 800 pixels (displays as 98 x 98 pixels)
• YouTube Banner Image: 2048 x 1152 pixels (safe area for text and logos is 1235 x 338 pixels)
• LinkedIn Profile Image: 400 x 400 pixels
• LinkedIn Banner Image: 1584 x 396 pixels
• Instagram Profile Image: 320 x 320 pixels
• TikTok Profile Image: 200 x 200 pixels

A well-designed logo should maintain brand recognition across all these formats while allowing flexibility for promotional adaptations.

Several years ago all the rage in business books was Sun Tzu’s “The Art of Warfare." Many read the 18 chapters of the book, but few actually delved into a thorough analysis, or, more appropriately, knew how to begin an analysis.

Let’s talk about several methodologies.

In 1979 Michael E. Porter of the Harvard Business School developed a framework for the industry analysis and business strategy development called the “The Five Forces”:

1. The threat of substitute products or services
2. The threat of the entry of new competitors
3. The intensity of competitive rivalry
4. The bargaining power of customers (buyers)
5. The bargaining power of suppliers

Now, let’s dive into some detail. You manufacture a variety of products that compete with other companies. Let’s pretend that you are an end mill manufacturer.

You make carbide end mills as a primary product and you have an offering of carbide burrs. Is the "burrs" product group going to be competitive?

If you are using a distribution channel, the distributors are going to take the path of least resistance no matter what you do.  You may have a distributor owner telling you “We like you and we want to promote ALL of your products” but in reality, when an inside salesperson gets an order from a customer with A, C, D, E, F and G burrs on his purchase order it’s just easier to place that order with ONE vendor instead of two (and split the order) regardless of what the boss says.

So you’ll have some decisions to make:
Do you expand the offering so it is more complete?  
​Do you just keep the offering where it is at right now?
Are you willing to accept the fact that you will lose some orders within your channel if you don't expand?

At the outset you might not know.  But, that’s not important.  What’s important is that you MAKE A PLAN.  Then take the plan to the field.  See what feedback you get and ADJUST TO MEET THE MARKET NEEDS.

There are two very good concepts you should understand in your planning process.  OODA Loops and PDCA.  I’ll take a minute and explain the basics:

OODA
Observe, Orient, Decide, Act is a concept originally applied to the combat operations process, often at the strategic level in military operations. It is now also often applied to understand commercial operations and learning processes. The concept was developed by USAF  Colonel John Boyd.  In the fast paced world of business competition it’s a good idea to understand how fighter pilots are trained.

Boyd developed the OODA loop concept to explain how to direct one’s energies to defeat an adversary and survive. Boyd emphasized that “the loop” is actually a set of interacting loops that are to be kept in continuous operation during combat. He also indicated that the phase of the battle has an important bearing on the ideal allocation of one’s energies.  Basicially it comes down to this:
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When the enemy aircraft comes into radar contact, more direct information about the speed, size, and maneuverability, of the enemy plane becomes available; unfolding circumstances take priority over radio chatter. A first decision is made based on the available information so far: the pilot decides to “get into the sun” above his opponent, and acts by applying control inputs to climb. Back to observation: is the attacker reacting to the change of altitude? Then to orient: is the enemy reacting characteristically, or perhaps acting like a noncombatant? Is his plane exhibiting better-than-expected performance?

PDCA
Plan, Do, Check, Act is an iterative four-step problem-solving process typically used in business process improvement. It is also known as the Deming cycle

• PLAN – Establish the objectives and processes necessary to deliver results in accordance with the expected output. By making the expected output the focus, it differs from other techniques in that the completeness and accuracy of the specification is also part of the improvement.
• DO – Implement the new processes. Often on a small scale if possible.
• CHECK – Measure the new processes and compare the results against the expected results to ascertain any differences.
• ACT – Analyze the differences to determine their cause. Each will be part of either one or more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement.

Once again, the most important point in all of this is ADAPTION.

Now put on your thinking cap for a minute. Let’s pretend that you make burrs as a ‘convenience’ to some customers.  You’ve discovered that you’ve really been able to cut down your production cost.  So much so that you make a very healthy margin on the ones you do sell.

You have a competitor who started off making burrs.  It’s their core competency.  It’s where they got where they are and NOW they are is starting to make end mills: your core competency. What do you do?
Use the loops: Do the ACT part!

One possibility is that you offer a low price volume promo to your distributors in certain markets to get them promoting your burrs.  Target THEIR core competency!  Go after them where is hurts. Go after them in their strongest market.  BUT, make it a feint: While they are busy trying to keep marketshare, you can expand your business in your core markets.

Don’t be afraid of any of the processes listed.  I’ve heard manufacturers say “I’m just a small company, that stuff is for big companies”  My response is generally along the lines of “How do you think those companies got to be big companies?”
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Finally, take a look at some other process’ that are out there.  If you can use an already created template to do the reviews and analysis then grab them and utilize them.  The Hoshin Strategic Planning process is a good starting point.

The Evolution of a Field Sales Force
Business starts with a product or idea, someone goes out and sells something to someone near them. More customers are found and more is sold, typically, from the manufacturer directly to the end-user.
At some point the manufacturer of the product comes to their first crux point: One of two courses must be chosen:
1. Develop a Direct Sales Force
2. Develop a Sales Channel Strategy

Within these choices there can be any number of hybrid strategies:

• A direct sales force that calls directly on end-users.
• A direct sales force that calls on industrial distributors and sells through them.
• A direct sales force that calls on “bigger” end-users directly and sells through a distribution channel.
• An independent manufacturer’s agent network that does any of the above already listed.
• Direct sales to industrial distributors.
• The list can go on based upon individual companies and territories.

Generally, there are exceptions to every rule or SOP and, when pressed, all manufacturers will admit to “grandfathered” exceptions.

RULE #1: EVERYTHING in your forecasting should be about developing MARKETSHARE. 

Let’s jump back into some big picture stuff.

The reason for this is so that you can adequately gage performance in key market areas. If you gage how your territories are performing based only upon sales volume you will not know who is performing up to par and who is not performing.

If one market has a total market potential of $100M and another has only $4M and both territories are generating the exact same sales volume the territories are not equal. But how do you determine where the markets area? How big are they? How should you separate your territories?

I’m sure you’ve heard "Don't try to eat the whole elephant" but instead taking it one bite at a time. But where to start? Where is the target market for your products?

Operations Planning Model
Think about it: If someone is planning something where lives are at stake they are probably going a lot deeper than any marketing campaign you can envision. If you want a ready-made template for planning your marketing Campaign then take a look at The Campaign Planning Handbook from the US Army War College
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One of the first things at the tactical level that the military asks is “What is the terrain?” They pull out a map.

Under the standards, the county (or counties) in which at least 50 percent of the population resides within urban areas of 10,000 or more population, or that contain at least 5,000 people residing within a single urban area of 10,000 or more population, is identified as a “central county” (counties). Additional “outlying counties” are included in the CBSA if they meet specified requirements of commuting to or from the central counties. Counties or equivalent entities form the geographic “building blocks” for metropolitan and micropolitan statistical areas throughout the United States and Puerto Rico.

If specified criteria are met, a metropolitan statistical area containing a single core with a population of 2.5 million or more may be subdivided to form smaller groupings of counties referred to as “metropolitan divisions.”
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As of 2000, there are 362 metropolitan statistical areas and 560 micropolitan statistical areas in the United States. In addition, there are 8 metropolitan statistical areas and 5 micropolitan statistical areas. You can find a much more detailed map from this US Census Bureau link that you can print out

"Standards for Defining Metropolitan and Micropolitan Statistical Areas; Notice." Office of Management and Budget. Federal Register. 27 December 2000.
U.S. Bureau of the Census. "Metropolitan and Micropolitan Statistical Area Definitions." 19 January 2006. Available from http://www.census.gov/population/www/estimates/metrodef.html. Retrieved on 17 April 2006.

Core-Based Statistical Area
A CBSA is one or more counties with an urbanized cluster of at least 10,000 people. The area as a whole is defined by the interaction between the core and the outlying areas. This interaction, measured by commuting, means that at least 25 percent of people in outlying areas are working in the core. The CBSA is a generic definition of MICROs and MSAs, the difference being core population size.

Micropolitan Statistical Areas
A MICRO is simply a small CBSA, i.e., a county or counties with an urbanized core of 10,000 but fewer than 50,000 in population. Outlying areas included are, again, defined by commuting patterns. As of November 2004, according to the Census Bureau, there were 575 MICROs in the U.S. and five in Puerto Rico.

Metropolitan Statistical Areas
An MSA has an urbanized core of minimally 50,000 population and includes outlying areas determined by commuting measures. In 2004, the U.S. had 361 MSAs and Puerto Rico eight.

In a previous article we talked about Why Brand Introduction Fail.  This articles digs a bit deeper in the the Customer Support question.

Introspection: Customer Support Questions

• Is your field support and customer support team trained and up-to-speed on all of the products?
• Can they technically support the product line?
• Can they cross-over competitive information?
• Do the support people Do you hear them saying “I don’t know the answer to that” and end the conversation with or do they say “I don’t know the answer let me find out and call you back in 10 minutes”  Do they end the call with "Are your happy with my your level of service today?”
• Are they responsive?
• Are they proactive?
• Do you have a Standard Operating Procedure on quote turnaround ( 2 hours, 24 hours, 2 weeks)? 

​Inside Customer Service and Support can take on many variations. I've listed a few for you to ponder. ​

Customer Service IS the Problem 
​It once took me 6 months trying to figure out why we weren't getting more orders and why were where having order delays. The end-users loved the product, the outside sales people loved product, the owners of the distributors loved the product.

​It wasn't until I found out that the inside sales people placing & expediting the orders HATED dealing with the customer sales people at the manufacturer's order desk.  We had a flat tire where the rubber met the road.  

It only takes one component to fail for the system to break down.

Fearful Customer Service Problem 
Their is some internal political issue with a POLICY of the manufacturer that is so out of the norm that you can't even understand what is demotivating everyone.

Here's an example: At the end of a quarter every call made for an guarantied test trial application is responded with "I'm not sure if that's a good test."  Even in cases where the promo video that the company produced for the sales people has almost the exact application featured! Finally, after much prompting you find out why:

• "The accountants are really tightening up on trial applications/test tools"
• "My boss is really riding me on any testing right now"
• "I've gone over my trunk stock budget" 
• "We didn't anticipate the great response to the product so we're trying to control sales"

Don't create a promotion if you can't get the support of all of your internal departments.  

The New COST CENTER Problem 
​Sometimes, as companies grow or get sold there are new people who very well versed accounting and legal. If they don't fully grasp what has made the company successful they can wreak havoc at the sales generation end of the business.

In most cases, it's good business, stuff the company should have been doing all along, but in others, it's policies and procedures that just create roadblocks to doing business.

I was sent this video back in 2006 by a very astute owner of a manufacturer.

You're contemplating a new product launch and you're digging into where you think you might be able to sell your product.  At some point, you are going to want to determine what size company your are targeting.  This post should provide you with some food for thought.

To understand the above Pie Chart you're going to need to spend just a few minutes looking.  That Pink area on the right with the bar graph depicts only those companies in the pie chart with greater than 100 employees.

That is in the entire US machine shop market.

As you can see, the bulk of the business is in small business.  Machine Shops with under 20 employees.  Granted, it's great to get the really big machine shops to convert to your products and implement it throughout their facilities, but the smaller companies are going to require much much more work to get to them.

If you decide that you want to target the smaller machines shops there's both good news and bad news:

The Good
Smaller Shops can make decisions quicker.
The owner is generally the decision maker and not far removed from the production floor.  
Payment is generally quicker.  Larger shops tend to be slower pay than small shops that value the importance of maintaining credit.

The Bad
You will have to make many more calls and learn to establish credibility and rapport.
You can't hide any minor errors or omissions.  Each of your products that are purchased are going to be needed and quality is going to be expected.

,Is there trust in your business relationships?  Trust is that "gut feeling" stuff. It comes out in the one-on-one conversations.

Ask yourself: Is something being held back? Are direct answers given? Do you give them? Do you get them?

In the Agents and Distributors minds they are constantly re-evaluating each conversation and each slight policy change. 

• "Is the manufacturer asking lots of questions because they want to sell directly to my customer?
• "Am I being eliminated?"
• "Do they want to move the business to a competing distributor?"

Is the manufacturer "throwing their weight around" and not really acknowledging that the distributor runs their own business?
​Does the agent or manufacturer call the end-user directly.... and not tell the distributor or independent rep? Do they visit end-users on their own? Is there communication when they do?

The most successful brands are built on a foundation of trust and loyalty. Each party knows where the other stands. You can actually watch the relationships grow.

In the early phases it may be that the distributor or the agent calls up the manufacturer and asks for something... The reprimanding parent response is "You know we can't do that! We can do xxxx." To which the smiling reply is "I know, but I had to ask."

Later, as the relationship evolves, when the distributor or agent calls up they say "Hey, we just promised this program and that promo with this product, I know I need you to approve it but I already quoted it while you where on vacation" and the response "Great Job, what else ya need?" 

Perhaps, more than any other part of the business relationship, TRUST IS THE MOST IMPORTANT. 

Whose Customer is is anyway?
Many times manufacturers who use the industrial supply chain become confused as to who their actual customer is.  The customer is the one who writes you the check.  If you are selling directly to the end user of your product then that end-user is the customer.  If you are using a wholesale supply sales channel, the person writing you the check is YOUR customer and the end-user they are supplying your products to is THEIR customer.  

The "Agent" or "Regional Manager" 
An agent or territory salesperson has a relationship with his customer: The distributor channel. It's where they live, It's where they put food on their table. Most of the smart independent agents, and even the factory guys, realize that the relationship is the most important aspect of their livelihood.

Agents realize that Management comes and goes, manufacturers change gears, different managers come on-board with their own ideas and their own relationships, but the one consistent thing is their customers and that trust they have built up.   Although you as the manufacturer may be writing the regional manager the check, they realize that that check is being generated from the relationships they have in the territory.  If the regional manger has put down roots.  Has a house, has a Family, has kids in school, They have "gone native."  They are going to be more loyal to the territory than to you. It's good to remember that in all of your conversations with them.

The Distributor 
Distributors are even more protective of their turf. They have their territory marked and that IS how they perceive it. It's THEIRS.   When a distributor brings someone into their customer it is akin to bringing your first date to meet your parents. You are coming into THEIR home, you are being extended the relationship that they enjoy. When a manufacturer tells them "That's MY customer not yours" they are pretty offended and, like a dog, they'll probably come back and bite you. They own the relationship. 

Pittsburgh is rapidly becoming a hub of innovation and is attracting international business. This discussion on August 2 2012, took a look at several opportunities & introduced several resources that entrepreneurs can utilize to grow their business internationally from the Western Pennsylvania area.

Presented by: Jessica Lee’s Entrepreneurial Thrusdays 
Co-host Bernard T Martin, www.rpmconsultants.us/President, Rapid Production Marketing 

Thomas Buell, Jr., APR, Director of Marketing
Global Pittsburgh
Improving the region’s global competitiveness by creating long-term relationships connecting the Greater Pittsburgh community with international leaders and influencers.

Brian Tamburro, Senior Director for Strategic Initiatives,
CED Faculty & Staff : Carnegie Mellon University’s Heinz College
Center for Economic Development Carnegie Mellon Heinz College.
CED affiliated faculty and staff serve as advisors and administrators for CED system synthesis projects. The knowledge, experience, and interests of the faculty reflect the Heinz College’s interdisciplinary approach to policy analysis. Individuals have engaged policy and management questions in economic development and its related domains from a variety of disciplinary vantage points, with a variety of tools, in a variety of roles including researcher, practitioner, and policymaker
​
Steven Murray, Senior International Trade Specialist
U.S. Commercial Service 
The U.S. Commercial Service in Pittsburgh is your first stop on the road to exporting success. With over 30 years of experience assisting Western and Central Pennsylvania exporters, our trade specialists provide you with the knowledge and support you need to start or expand your export markets.

I was sent an invitation to connect with someone who’s newsletter I have been receiving for many years.  I found the information very informative and helpful in many cases.  However, when I talked to him about his locked down connections he told me “I don’t want my competitors to see who I know”  I explained that

• A. I wasn’t a competitor,
• B. Perhaps he should be connected to his competitors if he is that unsure of his customer relationships and
• C. It’s difficult for me to trust people who don’t seem to trust anyone else, as I find that the people most paranoid about trust are almost always the most untrustworthy people I meet.

Remember, you don't have to connect with everyone.  Just because you've been friends with them in-person, that doesn't mean that they are just as friendly on-line.