During my 34 years with MichelinNorth America, Inc., I excelled at opening new sales territories, re-developing poorly performing regions/territories, and introducing new tire technologies during my several relocations throughout the United States. I was particularly effective in rebuilding damaged business relationships with our tire dealers in these under-performing regions via training their salesmen, clearing financial and administrative problems, and increasing their national accounts sales volume.
In short, my basic sales philosophy was to make it simpler, or easier, for my customers to buy the Michelin products and services from me than from a competitive manufacturer with less expensive product.
I retired on March 31, 2008. In July, 2008, I was asked to attend the Southeast Zone Semi-Annual Sales Meeting to receive a sales leadership award for the newly-developed and very profitable X-One tire sales. The SE Zone Manager recognized a specific problem-solving effort on my part that resulted in my 1st Quarter sales of the X-One truck tire leading the SE Zone's sales volume for the 1st semi-annual period of that year. SOLVE THE PROBLEM / CLOSE THE SALE!
- 12/09/73 thru 3/31/74 Sales Trainee, Lake Success, NY
- 4/01/74 thru 12/31/74 Territory Representative, Jacksonville, FL
In response to opening two new manufacturing plants in South
Carolina, I signed 74 new points of sale. This was one of the
largest territory expansions in the United States.
- 1/01/75 thru 12/31/78 District Truck Tire Sales Mgr, Florida District
I developed Ryder Systems, Miami Lakes, FL, and Ryder Truck
Lines, Jacksonville, FL, as new national accounts to become the
2cd and 3rd largest truck tire accounts in the USA. Also, I
converted each company to the newly developed low-profile
275/80R24.5 tire size. They were the first large U.S. truckers to
make the conversion.
- 1/01/79 thru 12/31/82 Fleet Development Manager, Oregon District
A new District Manager and I were transferred to Portland, OR
to rebuild this market which had lost its three largest dealers due
to bankruptcies and a collapse of the logging/lumber industry.
We increased truck tire sales from 8,000 units in 1979 to over
20,000 units in 1982 via new dealerships and national accounts.
- 1/01/84 thru 9/30/93 Fleet Account Manager, Oregon/North California
With new tire technologies for the logging, lumber, and wood chip
industries, we attained an astounding 34% market penetration in
the Oregon District. The national average had only increased to
the mid-teens (15 - 16%).
- 10/01/1993 thru 3/31/1996 Fleet Account Manager, North Alabama/
Michelin management granted my request to be transferred back
to the Southeast US. However, I assumed a neglected territory
with a dispirited group of dealers. With a large infusion of
incentive funds, I was able to restore the support of two key
dealers and rebuild our sales volume in less than one year.
- 4/01/96 thru 3/31/2008 Dealer Sales Development Manager, Gulf
Coast areas of LA, MS, AL, and FL Panhandle
In 1996, our major competitor purchased seven of our largest
multi-location dealerships in the U.S. This left an empty
marketing area on the Gulf Coast. I presented a five year
business plan to Michelin North America that would help restore
our sales and dealer representation to this area. During my 12
years stint in this area, I worked the positions of Fleet Account
Manager, Dealer Sales Development Manager, and participated
as a mentor for young salesmen during their first assignment to
the field sales team. My last year of employment with Michelin
North America was my most rewarding period with the company.
I left the company on a high note with a significant sales
achievement in the introduction and sales of the X-One tire.
This was an ultra low-profile and wide-based single tire that
replaced a dual-mounted tire assembly. Once again, Michelin
achieved a five year technological lead with a very profitable
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