Like many businesses in the United States, the Home Technology Specialists of America (HTSA) found itself deeply challenged when the global pandemic disrupted business in early 2020. HTSA’s Board of Directors and leadership developed a strategic plan of action to help the entire HTSA family — dealers and vendors — get through the challenging impact of Covid-19 from a health and business perspective.
Evolving Business Opportunities
There was a bit of a fear factor in the early days of Covid, as everyone struggled to understand the coronavirus, its nature, its impact, how to adjust operations in the face of the ever-changing recommendations from the CDC, WHO, and a plethora of state and local health officials. So early on, HTSA leadership sought to address these concerns and keep members focused on their businesses.
“In the early meetings, we helped members move beyond the risk of being frozen by fear and helped them see that in any time of change, there is opportunity,” says Jon Robbins, executive director. “HTSA consists of member companies who are all the best-in-class tech dealers and integrators in their markets. We suggested they seize the day by looking at this event not just as a new set of challenges, but also as a unique opportunity — for example — to step up talent acquisition.”
Over the last few years, HTSA leadership has expanded their management roster to include expert such as Tom Doherty (director of new technology initiatives) and Keith Esterly (chief learning architect). The presence of these full-time expert resources gave HTSA’s leadership, in effect, a full-time team ready to create new tools to better serve members.
Accordingly, both Esterly and Doherty were continually creating new content and materials that were regularly updated and distributed in real time, as the circumstances in the field were dynamically changing. These included the following key initiatives:
TALENT ACQUISITION INITIATIVE — Esterly developed a set of tactics based on his Relationship Science course to help members optimize recruitment practices to reach out to the many newly available top candidates furloughed by other less fortunate operations. As a result of this talent acquisition initiative, most HTSA members have experienced a net increase in manpower since the beginning of the pandemic.
OUTBOUND SALES PROGRAM — A custom sales training program was assembled by both Doherty and Esterly, creating all-new sales strategies for members whose showrooms had been ordered closed by their local governments during the initial phase of the pandemic. In online video meetings, Tom Doherty showed members’ sales teams “how to get your house in order” by reviewing past client and project data in order to mine it for new opportunities for service, system and technology updates, and new add-ons.
Esterly shared new tactics for outbound sales calls. Based again on his Relationship Science course, Esterly helped members’ sales teams understand the difference between outbound sales calls and cold calls or telemarketing. With a series of actionable steps and ideas, salespeople became comfortable with reaching out to their past client base to re-engage those relationships, offer support, and generate new sales.
This program was extremely successful, as HTSA sales teams discovered that most clients, now living with their systems full-time, were genuinely interested in updating technology, beefing up over-worked networks, or adding new entertainment or home office capabilities.
‘THE VAULT’ CENTRALIZED RESOURCE AND TRAINING CENTER — HTSA has created a centralized resource for all group-created and vendor-created training and educational resources. The Vault makes one easily accessed resource where members can find all materials from all sources, including videos, e-learnings, webinars, sales videos, and more. Members no longer need to chase vendors looking for needed training materials — they now simply go to the Vault and it is all there on demand.
The Vault also includes a simplified and consistent graphical user interface, tracks users’ progress, and provides HTSA with data on program completion and accomplishment levels.
BUSINESS LEVEL PROJECTIONS FOR HTSA VENDORS —Doherty spearheaded an initiative to regularly collect business level projections from a large group of members that were then shared with HTSA vendors on a monthly basis. The data was detailed, presented on a rolling three-month basis, and updated each month compared to the previous month’s projection.
The group even broke the data down on a regional basis and held nothing back. This allowed vendors to coordinate their supply plans in accordance with HTSA member-projected needs, as well as to allocate their incoming inventory based on regionally specific requirements.
“The best part of this initiative is that, in addition to gathering the hard numbers data, we also collected their anecdotal comments to add more context and color to the data,” says Doherty.
For more information, visit www.HTSA.com.