There are many technical and psychological innovations designed to motivate sales staffs, attract customers and increase sales and profits. And a few of them have even been known to help.

Chuck Kitchen, vice president of INTERSTATE BearingSystem in Bloomington, Minn., and his staff of 50 people have nothing against modern advances, especially when selling power transmission materials and bearings to their customers.

And while he's intrigued by sales advice and new ideas, he doesn't kid himself, his staff or, more importantly, his customers. Kitchen relies on what he calls “an old fashion-ism.”

“We go back to basics: features and benefits. We're not reinventing the wheel here,” he says.

INTERSTATE is a power transmission distributor as well as bearing and conveyor service company. They also offer their customers predictive maintenance and vibration analysis.

Kitchen doesn't research new motivational ideas or techniques that will help him and his salespeople. In talking to him, you get the feeling that sometimes less is more—that is, fewer sales techniques can mean more sales.

“You buy from people you're comfortable with,” he says. “So we want customers to be comfortable with us. When you get in to see the right people, tell them your story and show them your capabilities—more often than not, they're at least interested in learning more. And I think that's true in any market.”

INTERSTATE's power transmission customers are usually found in fields such as mining, agriculture, food and beverage, and machine tools. The company sells in Wisconsin, Minnesota, North Dakota, Wyoming and Montana.

“There are a lot of opportunities for a lot of people. If you look at it in that vein, you'll unearth a lot of things,” Kitchen says. “We're very straightforward about what we're doing. And we find customers are receptive to that.”

One phrase Kitchen hears frequently calls for having a “partnership” with customers. It's a term he rejects.

“I tell the people here that we don't have 'partnerships.' We develop long-term relationships, just like a marriage,” Kitchen explains. “When you got married, you didn't get married overnight. We talk about business marriages and long-term relationships.”

It goes back to his emphasis on the importance of getting in front of the customer and knowing what they need.

“We try to get to know them as individuals. Customers are looking for help. They are trying to develop. So what are their needs?” Kitchen says. “We have a way to fulfill those needs.”

Kitchen believes his confidence in his company and his sales staff is justified.

“We've had steady growth for a number of years now,” he says, even as he admits to various concerns, particularly the impact of the global market

“What happens with our supply base as we know it today? What will it look like in a few years?” he muses. “And what's the future of manufacturing? What challenges will customers face in the global market and where will that put them?”

The customer seeking Brand A today may demand Brand X next month, Kitchen adds.

“We need to be there to help them as best we can, and be able to move around with those folks,” he says. “We have a lot to offer the marketplace.”