CONSTRUCTION its territory ,” he says . They were ready and willing to take on the tasks of product familiarization and training that lay ahead . After all , he points out , they were seeing an instant doubling of the sales force promoting their products .
Next came the difficult task of dividing the accounts to focus on contracting clients on the one hand and consulting engineers on the other . In New England HTS had since its foundation in 1997 employed hybrid sales people , who called both on consulting engineers who design the system and mechanical contractors who purchase and install the equipment . “ They are well rounded sales people but spread a little too thin . They would be selling a system then getting involved in project management while it was installed . But every minute you spend on project management is time you are not devoting to digging up new business !” The sales people from both companies were interviewed to see which path they wanted to take .
Out of the four principals it was seen as sensible to have two on either side . Emery George and Dan Senese were deeply involved on the contracting side , Peter Foss and Jeff Ritchie both had an engineering background , so the first two relinquished their engineering accounts and Foss and Ritchie their contracting accounts . “ We all manage fewer accounts now , but have much more to sell , are more focused and more relevant to our customers .” With a full suite of products and the power of Daikin the merged entity can become involved in many more projects too .
Immediately after the merger was announced , the principals started to call on their clients to introduce the new sales teams and present to them the advantages the merger offers . “ I wanted to thank the partners for their support over the years , and assure them that I am not going anywhere , but remain part of the leadership team and want them to know I care they are in good hands .”
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