Do you want to learn how to build a relationship with customers that will be mutually beneficial? In this series you will learn how to apply Jack Nadel's "Three R's of Business" to accomplish your goals.Sign Up to Watch
-Hey Drivers, it's Paige Taylor, and today we're sitting down with Clay Clark and Jack Nadel on Thrive15.com, an lynda.com alternative . Jack is a decorated World War II veteran, and he's also the founder of Jack Nadel International, one of the top distributors of promotional merchandise in the entire United States. Today we're talking about the three R's of business successs-- relationships, results, and rewards. Jack's going to teach you about the three cornerstones of business practice, and about how using these can catapult you into success. So let's get right into this episode.
-Jack, Thank you for letting me come to your home out here, and it's unbelievable. How come you chose to live in California, and not a tourism capital like Tulsa, Oklahoma?
-Well, this is like almost everything else I've done, it's very deliberate.
-When I came to Los Angeles, prior to going overseas, and it was the only time I've been there. It was in January of 1945. And I was going overseas to do my missions. And it was January, I was at the beach. And I was wearing a pair of shorts. I was tempted to go in the water. And I said, boy, if I live through this, this is where I'm going to live.
-Exactly, exactly that way. You know everybody in New York. That's where you're from, but that doesn't matter. I said I may starve, but I'll never be cold.
-Well, I want to say this, because we're talking about the three R's of business success-- relationships, results, and rewards. And I know everyone defines success differently. But I think that we could all agree. A nice home, check. Wonderful wife, check. Great family, check. Something you're passionate about with your business, check. You're having fun every day, check. I mean, you've had a lot of success. So I think you're uniquely qualified to talk about this. And so we're going to go ahead and kind of deep dive into these three R's. Jack, obviously when most people think about the three R's, they're usually thinking of reading, writing, arithmetic.
-That's were I stole it from.
-OK. But you kind of re-branded it. You've done some synthetic creativity here. You've taken two ideas and kind of merged them into something else. And so we're talking about relationships, results, and rewards. And now in your book you talk about the three R's. And you go on to say here, "The three R's in education are reading, writing, and arithmetic. Without these basic skills, learning becomes almost impossible. In a similar way, businesses start with a relationship. You are then judged by the results. Rewards spring from the results." Jack, talk to me about what you mean when you say this first major R here. Talk about what you mean when you say relationships. What do you mean by a great business relationship?
-A relationship is really a very big overall word. You could have many different kinds of relationships. But I found a long time before that, someone said you have to be a different kind of guy when you go to work than when you're at home. He goes, you're a nice guy and you have to be tough. I said, I can't do that. I'm one person. And I'm the same guy whether I'm in the office or at home. I may have different answers, but I'm the same person. If I want to make a deal with somebody, and every deal involves a certain amount of trust. If I know that person, and he knows me, so we've established a relationship. He's ready to listen to my story. And ready to go along with it, because the relationship is already there. And that's the important part of it. Now what I say is the relationship is like getting an Eticket at Disneyland. You go on any ride you want once you have that relationship. Then from the relationships you should get results. You've got to show results. You can't just say we're good friends, but the deal failed. You need the results. And then, from the results spring the rewards. So I took the three R's of education, saying it's basic to all schooling that you have those three R's. And I say the three R's of business are basic to all business. . You have to have a relationship I cannot sell to someone who hates me, or I hate. It doesn't work. It just doesn't work. And when you have a good relationship, you want to make it work.
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[MUSIC PLAYING] -I remember I was contacted by a W.H. Smith company in London, on one of my pens. And we got into a real-- I hadn't sold pens retail. All my plans were for advertising. -OK. -And we got them made. And we got to talk, and we had lunch together. And we found out that we had a lot of things in common. One of them, he was a British Army Air Force or the British Air Force. I was in the American Air Force, and we had some-- anyway. Without deliberately trying to make an impression, we were having a conversation in the things that interested us. And I remember the first pens we created for them really turned out terrible. -Oh, really? -Yeah. -Oh! You mean you made a mistake? -This guy-- oh, got to tell you one of my favorite mistakes. So he just-- I was waiting for the knife to fall, you know? What is it you say? Cancel that order. This was terrible! So I anticipated, knowing the kind of guy he was, I want to talk to you. And knowing that I have to take the bull by the horns. And I tell them all my problems I had with this particular pen and how we were correcting it and how they would correct it. And he just looked at me with a blithe smile, and a really British manner and said, we were just having a few teething problems! Broke the tension completely. -Yeah. Well you know, I want to say this. Because you said two statements that were pretty profound. One, you said you didn't want to be a different person at home and then at work. And the word "integrity" comes from the word "integer." Obviously it's an indivisible number. And so I think that's a lot of wisdom there that you wanted to have integrity all the time. Because really, I think in relationships, it's hard to have a relationship with somebody who's different at home then they are at work, and over here, and over there. You kind of want to deal with someone who has that basic integrity. -I don't want to have people ask which Jack Nadel is going to show up. -Right. You want to be the same one all the time. -I'll be the same guy. I once sold a small item that had a very small imprint space. It was a small pen, actually. But it had a very tiny barrel. And the name of the customer was Associated Wholesale Electric Company. -Hm. -And after he got shipment, he got on the phone. The phone was on fire! And he-- get down there! We've got really a catastrophe. And I don't know what's the catastrophe, but I'll be there in 15 minutes. I get there. He says, take a look at that pen. I look at it. It looks like-- he says, read the imprint. -Oh no! -Well, whoever decided to imprint it could not put Associated Wholesale Electric on one line, so it came out Ass Whole Electric. I looked at it. Boy, I'm-- and I just decided-- I said, you know, you ought to pay me extra for this! He said, why? I said, how many people are going to talk about Associated Wholesale? -[LAUGHS]. -But Ass Whole they'll talk about all the time! And sure enough, he repeated three times, always wanted exactly the same printing. -Really? -Yeah. -[LAUGHS]. OK. There's a quote from the late great success author, Napoleon Hill. And Napoleon Hill says, the Mastermind principle consists of an alliance of two or more minds working in perfect harmony for the attainment of a common, definite objective. Success does not come without the cooperation of others. In your mind, what are the first action steps that everyone should take if they want to build a solid relationship? What are the first action steps that I should take if I want to establish a solid relationship with somebody? -Show a real interest in his problem. -OK. Show a real interest in his problem. -Yeah. My opening pitch, when I started the company, was this is the company, but we've got special techniques to solve problems. Tell me what your biggest problem is. Let's see if we can't solve it together.
[MUSIC PLAYING] -And that is so uncommon. I guess it's almost a complete opposite as to what you see in the world of business. Normally, I' say I'm going to talk at you and I'm going to tell you all these great things about me, and then I'm going to try to wow you. And you're going no, no, no, no. We're going to find his problem. We're going to listen to him and say tell me your problem. Let's solve this together. -The other thing that people don't understand is if people are not interested in what's bothering you, it's what's bothering them. This is the key. Don't tell me how hard you work. I really don't care. Tell me what are the results. You want me to use this promotion? What's worked before for you? This is something we can talk about. But I'd say the most positive part of establishing a relationship is having a sincere interest in resolving your customer's problem. -Now, Zig Ziglar talks about how basically selling is just finding problems for people and solving them. And as we kind of transition-- -I didn't know that. -Yeah, he talks about that. And as we transition into results, there was a study that the "Harvard Business Review" published. They published an article entitled, "Customers today are strongly value orientated." It says, "But just what does that mean? Customers tell us that value means the results they receive in relation to the total cost (both the price and the other cost to the customer incurred in acquiring the service)." As an example, they said the insurance company Progressive, it's basically a system where you can process your claim quickly and you can basically quickly get a policy, process the claim. It's all online, it's effortless. It's easy for the policyholder. How important is it-- let's say you have an awesome relationship-- how important is it to generate results quickly once you have the relationship? -The relationship only helps you get to the starting line. -OK. -The results have to be there. You have to be a genius. And I think everyone of us who sell anything or buy anything, or ever talk in front of a microphone, our first obligation is to entertain the other person, is that they should become involved with us. So when I say find the problem, it's not usually an obvious problem. We used to do a great deal of business with banks across the country. And we found that by giving away a gift, the bank could get people to open accounts. So the banking industry regulated it, at that point, that-- [MAGNETIC HUM AND METAL CLANKING] --you can't spend more than $2.50 for the gifts. -Oh, come on. -True. -That's it. You couldn't spend more than $2.50? -Spend $2.50 for the gift. -Really? -Then they give you all you want on advertising. $2.50 they get. And as I got answers, I realized all the banks are into it now. I said tell me besides the fact that you have to make a choice, what is it that you really don't like about this? Because there's something you don't like, the way you told me. He said I'm a banker, I'm not a merchant. Now I've found out something. He doesn't like being a merchant. I said you have no problem. You be the banker and I'll be the merchant because I don't mind. That's my job. I said I'll put the merchandise in and take it out, and you pay me only for the accounts that you opened. This was so easy to sell, it was ridiculous. I got a lock on almost all the bank business. -Simply because you took the time to listen, to build the relationship-- -What was really bothering him. -Yeah, to find the problem that was really bothering him. -Wasn't bothering him that the stuff wasn't worth. He was bothered because he doesn't want to look like a merchant. I want to look like a banker. OK, pal. You're a banker.
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