Want fries hat?

By Mike Dandridge

ferent. After all, how much does a forly-pound bag of potatoes cost?

Choose a product. Write down the product then write along side of it all of the possible accessories that you could sell with it. For example: Cordless drill; extra battery, car charger, drill bits, power bits, attatchments. Choose your words wisely. Present the add-on item from a positive point of view. Ask, "How about an extra battery to go with that drill?" rather than "You don't want an extra battery, do you?" Instead of "Will that be all?" say, "What else do you need today?"

55f could've finished a job yesterldav. Know whv I didn't?" The way this customer asted the question, I was afraid to reply. "Why?"

"Because of you," he said. "I was in Kempner-middle of nowhere really-about an hour from any place like a supply house. All of a sudden the battery on my drill just died. You know, that drill I bought from you on Monday. I told you I was working at a job that had no AC power available on site. I asked you to sell me everything I needed. Why didn't you sell me an extra battery?"

"Well, you were in a hurry. And they're expensive. And... and I figured you would've asked if you'd wanted one."

"You figured wrong. Never had a cordless drill before. How am I supposed to know how long the battery lasts? And as for the cost, do you know how expensive it's going to be for me to go back and finish that job?"

Point taken. That was the day I learned never to assume that I already knew what a customer wanted without asking the customer first.

Supr:n-SrzE Mn!

The phrase, "want fries with that" has become part of our vernacular. You can't drive through a fast food restaurant without being super-sized, meal-dealed, or value packaged. It's the "add-ons" that keep the fast-food industry afloat. Obviously, there can't be much profit in a hamburger that sells for forty-nine cents. But, an order of fries for an extra dollar: that's dif-

Consider these personal experiences. I've been in convenience stores to buy milk and been reminded that, as a matter of fact, I do need a loaf of bread. I have bought extra batteries with a new flashlight at the encouragement of the salesperson. When picking up pictures developed at a photo center, I bought film at the suggestion of the salesperson. I even bought an extra ink cartridge with a new printer at the recommendation of a salesperson. Later, I was grateful to each of the conscientious individuals who understood the "service" part of customer service. When the power went out in my home during a thunderstorm, I was thankful for the extra batteries. At the birth of my first grandchild, I was glad to know I had extra film in the camera case. And when the printer ran out of ink at midnight during a job with an 8:00 a.m. deadline. I was relieved to know I had another cartridge in my desk drawer.

In each instance, the extra money I spent at the time of my initial purchase was well worth the anxiety that it saved me later. When you make the effort to sell your customer the accessories that go along with the product it's a mutual benefit.

Ssllrxr; rNsrDE THII Box

The sales counter offers a multitude of ways to sell add-ons. Dealers spend millions of dollars each year in the necessary and ongoing pursuit of new customers. Most of us have the seen the box divided into four squares illustrating the four options for increasing sales. Selling add-ons at the sales counter can maximize sales in all four corners of the box. With a little training, anyone can learn how to take advantage of this profitable method of selling more to the customers who are alreadv in vour branch.

Practice how you ask. How ever you choose to ask for an add-on order, practice what you're going to say until you are comfortable with it and it sounds natural. If you try to say something that isn't "you," it will sound rehearsed and phony. Role-play with family members or co-workers until you are comfortable.

Mnrn Ir FUN!

Our company ran a promotion to sell more lamps. A banner hung behind our counter area that said, "We'll give you a dollar if we don't ask you about lamps." Over the sign was a clothesline with dollar bills clipped on.

The promotion allowed us to introduce recently developed energy efficient lamps to customers who might not have noticed the new products otherwise. Meeting the target goal for lamp sales, each salesperson received a cash bonus.

In fact, the fastest way to encourage sales staff to sell add-ons is by rewarding them for doing it. Consider implementing a program that gives your sales people incentive to sell new products. These products are seldom price-sensitive items, so the margins are respectable.

In a volatile economy, it pays to sell add-ons. You're providing an extra service to your customer and an added source of revenue to your company. Selling add-ons separates you from the order-takers and sales clerks of the world who do no more than is necessary. And it creates a professional image that identifies you as a specialist in your industry.

- Mike Dandridge is founder of High Voltage Performance and author of The One Year Business Turnaround. He can be reached at (254) 624-6299 or via www.hi ghvol t a g ep e rfo rmanc e.c om.

Spenard Buys Arctic Builders

Pro-Build subsidiary Spenard Builders Supply has acquired two-unit Alaskan dealer Arctic Builders Source.

Arctic's Lake Otis (Anchorage) store will continue serving residential builders and retail customers under the SBS name. The Wasilla yard will operate as a branch of Galco Building Products, a specialized facility serving applicator contractors, with an emphasis on vinyl siding, roofing, gypsum and insulation products. The Wasilla location will also facilitate internal distribution for the Mat-Su Valley

SBS branches.

Mark Habermann, who founded Arctic in 1991, will join SBS and manage the Lake Otis branch.

SBS is Alaska's largest building materials supplier, operating 18 stores, four truss manufacturing facilities, one wall panel fabrication plant, four window and door shops, and four distribution centers.

West Fraser Buying lP Mills

International Paper, Memphis, Tn., has agreed to sell 13 mills to West Fraser Timber Co., Vancouver, B.C. Once complete, the sale will give

Fraser combined Canadian and U.S. production capacity of about 6.2 blllion bd. ft., which the company said will make it the 2nd largest lumber producer in North America.

"Deals of this size, quality and fit don't come along very often, so we're very pleased to have this opportunity," said Frank Ketcham, c.e.o. of Fraser.

Fraser has agreed to pay $325 million for the mills, which are located in North and South Carolina, Georgia, Florida, Alabama, Arkansas and Texas and have a combined annual production capacity of about 1.8 billion bd. ft. of southern yellow pine used for treated wood for decks. trusses, and joists. Fraser already owns two sawmills in the U.S.. located in Arkansas and Louisiana.

The deal includes multi-year, market-price, log-supply agreements with the current owners of International Paper's southern timberlands-which will provide about l5%o of the acquired mills' current requirements. West Fraser will also enter into longterm agreements to sell residual wood chips to IP at market prices.

The deal is part of IP's previously announced plan to move away from forest products and focus on uncoated papers and industrial/consumer packaging. "The agreement with West Fraser marks another positive step in focusing our company," said chairman and c.e.o. John Faraci. "Our divestitures are moving forward faster than projected, and they've generated more proceeds than we'd originally anticipated."

Ketcham dismissed concerns about the slowing housing market in the U.S. and said that six years of operating in the Southeast has shown the "significant potential" that exists there. But he did admit that "we're acquiring these assets during a market downturn, so it may take some time before we realize the benefits."

Azex, Procell Joining Forces

Azer Building Products parent company CPG International Inc. has agreed to acquire synthetic deck manufacturer Procell Decking Systems, Foley, Al., for $54 million.

Procell will be combined with the Azsr division. which uses similar cellular PVC technology to produce trimboards, and be headed by Azer president Ralph Bruno. Prior to joining Azer in 2001, Bruno spent seven years as national sales manager for Trex Co.