LBM Journal May/June 2010 : Page 31
COVER STORY: INSTALLED SALES This article introduces a new way of thinking of installed sales, a topic that is familiar to all building material suppliers. Many, if not most, of the products that we sell are less than useful if they are not converted into some type of project. For example, when a customer buys a replacement window, the window is useless unless the old one is removed and the new one is installed in its place. We can install the window for them, or we can assume that they can do it themselves or that they have a professional installer lined up to do it for them. The value of our offerings will depend on the end-user’s needs—and our approach. Yet another example is paint. Paint has minimal utility in the can or bucket—the value is enhanced when the material is spread on a properly prepared wall or ceiling. In fact, most of the items that we sell require some level of conversion. I suggest that you have a product conversion strategy for each product category and make it an integral part of your strategic plan. This will allow you to “add value,” thereby increasing sales and profit. I would have included “installed sales” in the main title of the article, except many of you take positions, such as “we don’t offer installed sales,” “we no longer offer installed sales” or “we have never nor will we ever offer installed sales” and you may prematurely stop reading this article. These responses often ignore the profit potential of the conversion process. I ask that you study the proposition of this ar- ticle with an open mind and free of any bias caused by good or bad experience with installed sales. Many of the comments in this article are based on observations of, or direct commentary from, your fellow building materials suppliers Beyond building immediate sales and profits, the goal of conversion is to create a positive buying experience that will lead to future sales and referrals. ➤ LBMJournal.com ❘ May/June 2010 ❘ LBM JOURNAL 31 PENELOPE B/iSTOCKPHOTO.COM
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