I mentioned in my previous blog (NOTHING ROUTINE) that I could drive to some nearby state capitols, but most of my trips were by plane to distant locations.
To make the most of these long trips, I planned to be at a location for three ore four days. Then I could spend time with the manager, attend a sales meeting or two, and work with the local sales people who called on government accounts. Occasionally we would get on-the-spot orders that really boosted the sales people and my relationship with the entire local team ("y'all come back, y' hear?").
One meeting that I really cherished during these times was taking the local manager and his wife to dinner. It was such a relaxing time for all of us, talking about our career moves (and possible future ones), our families, and at the same time puzzling over recent company rumors. It was a sort of "letting our hair down," in a confidential "brotherhood" way.
I remember one occasion in particular, when a dear couple told me they had found out that very day that he had a medical report showing early signs of dementia. They asked me to keep it confidential until they could report it to the Company ; of course I did.
We went back to their home and talked further into the night about their future, and I prayed with them as I left with a heavy heart.
More, later.
Wednesday, February 23, 2011
Thursday, February 17, 2011
NOTHING ROUTINE
As I settled into my job I realized that no two days would be the same. The state government situations which once plagued my manager would now be mine. Was I equal to the task?
It didn't take long to answer that question. Somewhere in this great land of ours, this land of "amber shining grains, majestic purple mountains or fruited plains," there was a sales manager with a problem. Often it could be resolved over the phone or by a letter of authorization, but there were times when my on-the-job presence was needed, so I would hop into my car, or into a plane to get the job done.
I can still remember one notable occasion when an on-location was needed, and it happened this way: I received a phone call one cold February day from a specialist with a problem. He was having trouble with a large city in New York State who wanted to use the state contract but who wanted to "bend the terms" to suit themselves (definitely a no-no). Would I help him? Of course I would. Could I meet with him the next day, a Friday? "Sure."
The next morning I left Washington on a 7:00 a.m. plane, arriving at said city at 9:00 a.m. We met with city officials, resolved the problems, obtained a signed contract, deed done. At 11:30 a.m., in a heavy snowstorm, I was on a plane bound for Washington.
More, later.
It didn't take long to answer that question. Somewhere in this great land of ours, this land of "amber shining grains, majestic purple mountains or fruited plains," there was a sales manager with a problem. Often it could be resolved over the phone or by a letter of authorization, but there were times when my on-the-job presence was needed, so I would hop into my car, or into a plane to get the job done.
I can still remember one notable occasion when an on-location was needed, and it happened this way: I received a phone call one cold February day from a specialist with a problem. He was having trouble with a large city in New York State who wanted to use the state contract but who wanted to "bend the terms" to suit themselves (definitely a no-no). Would I help him? Of course I would. Could I meet with him the next day, a Friday? "Sure."
The next morning I left Washington on a 7:00 a.m. plane, arriving at said city at 9:00 a.m. We met with city officials, resolved the problems, obtained a signed contract, deed done. At 11:30 a.m., in a heavy snowstorm, I was on a plane bound for Washington.
More, later.
Thursday, February 10, 2011
MY JOB DESCRIPTION
In my previous blog (HOW WASHINGTON WORKS), I described the contracting aspect of doing business with the Federal Government. My job was to assist our company offices around the country contract with state governments, often using the federal GSA contracting agreements as negotiating tools.
This was a new job in the department and I was thrilled to be the catalyst for it. It was incumbent upon me to set their procedures under which I, and my successors, would work. The Company had offices in every state capitol, some directly owned and others owned by independent business people (dealers). In each situation I was responsible to see that the state contracting pricing did not undercut the federal prices. For instance, if a state contract was negotiated to sell $1.00 widgets (the federal price) for $0.95, the federal price automatically dropped to the lower price. That would be costly to our company.
Assisting me around the country were eight government specialists who worked daily with our offices and used my services as a staff person. We met quarterly as a group, either in Washington or in a state capitol of my choosing. I traveled with each of them individually to negotiate contracts, and often traveled to a state capitol to work with sales people, a part of my job that I enjoyed the most.
More, later.
This was a new job in the department and I was thrilled to be the catalyst for it. It was incumbent upon me to set their procedures under which I, and my successors, would work. The Company had offices in every state capitol, some directly owned and others owned by independent business people (dealers). In each situation I was responsible to see that the state contracting pricing did not undercut the federal prices. For instance, if a state contract was negotiated to sell $1.00 widgets (the federal price) for $0.95, the federal price automatically dropped to the lower price. That would be costly to our company.
Assisting me around the country were eight government specialists who worked daily with our offices and used my services as a staff person. We met quarterly as a group, either in Washington or in a state capitol of my choosing. I traveled with each of them individually to negotiate contracts, and often traveled to a state capitol to work with sales people, a part of my job that I enjoyed the most.
More, later.
Thursday, February 3, 2011
HOW WASHINGTON WORKS
In a previous blog (ANOTHER MOVE) I mentioned having Company visitors in Harrisburg who were interested in my relationship with state government customers. That was the key to the job offer that took me to Washington, D.C.
It is very important that any sizeable corporation in our country have representation in Washington, either by a lobbyist group or by establishing a corporate office there. My company chose the latter (although it had some lobbyists). We occupied three floors in an office building on 15th N.W., directly across from the Washington Post building.
Our office housed a resident vice-president and people who represented the corporation's many divisions and particular product lines. My office represented contracting with the federal government - both in its civilian and military departments. For instance, one of our men assisted corporate personnel calling on Army bases around the country, using our contracting instruments as the selling tools.
My immediate boss was responsible for negotiating contracts with the federal General Services Administration (GSA). After each successful negotiation (prices and terms agreed upon), the government printed booklets and distributed them to all of its agencies to use as a buying tool.
Many state governments wanted to use the federal contracting catalogues for their own use, and that is where I came into the picture.
More, later.
It is very important that any sizeable corporation in our country have representation in Washington, either by a lobbyist group or by establishing a corporate office there. My company chose the latter (although it had some lobbyists). We occupied three floors in an office building on 15th N.W., directly across from the Washington Post building.
Our office housed a resident vice-president and people who represented the corporation's many divisions and particular product lines. My office represented contracting with the federal government - both in its civilian and military departments. For instance, one of our men assisted corporate personnel calling on Army bases around the country, using our contracting instruments as the selling tools.
My immediate boss was responsible for negotiating contracts with the federal General Services Administration (GSA). After each successful negotiation (prices and terms agreed upon), the government printed booklets and distributed them to all of its agencies to use as a buying tool.
Many state governments wanted to use the federal contracting catalogues for their own use, and that is where I came into the picture.
More, later.
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