He writes his own ticket. How did he do it?

Selling what he wants, when he wants, to whom he wants.

Seybold built up his business by maintaining excellent customer relations. Here, he is taking in a warranty. A frigid New England morning seemingly sets the stage for a long and dreary day of going to dark and damp shops, hoping to make the sales needed to pay the bills. But this is not John Seybold’s story. He has every reason to be upbeat, because he has the right attitude and his customer base is...

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The majority of his customers use debit cards, which he keeps on file and charges using QuickBooks.

He runs payments when the payroll at certain shops goes through, usually right on his truck via wireless Internet. He will charge some customers on a Thursday afternoon, the majority on Friday morning, and other customers as late as Monday.

Seybold’s collection tactics have one thing in common: they prevent the possibility of him ever having to directly ask for money.

The logic behind this is that it keeps Seybold as the “good guy” with his customers. Unless he is the first to draw payments from his customers’ checking accounts, he can be stuck harassing his customers to add money to their accounts or double up their payments the next week.

Some customers always avoid returning to the vendor to whom they owe money. So, by making sure he is paid first, Seybold is never the bad guy.

This leads to customers increasingly using their discretionary tool spending with him as opposed to other tool vendors.

Wise collections practices, including keeping tabs on customer paychecks and the use of payment cards, keeps business relations cordial and consistent. This sort of training of his customer base has made the recession less of an issue to Seybold than it would otherwise be.


Being a ‘good guy’ but still making the sale

Seybold is friends with many of his customers. He goes on their Facebook accounts, attends family functions like baptisms, goes on trips with his motorcycle or to a race, and swaps stories. This is genuine Seybold doing what he loves with his customers. In fact, Seybold is not overtly a salesman. His technique might be what some consider “passive aggressive.”

Seybold is not pushy. He might walk in holding two or three “specials,” such as an axle popper for removing axles without using a “fork” that might rip the boots. If his customers are not interested, he simply asks if there is anything specific they are looking for.

Seybold’s truck also does not play a big role in his selling strategy. Customers rarely step foot in it. It lacks bright colors and the organization that some trucks have. The truck is purposely not a dramatic sales tool.

This sort of nonchalant attitude gives the sense to Seybold’s customers that he simply looks out for them, and in turn, the customers look out for him and police each other. That way, when a customer has a legitimate need, they trust that “Johnny” is looking out for them and is being fair. Most of his sales are made by technicians approaching him. He claims he sold two A/C machines in one week last summer not because he was pushing them, but because his customers needed them and wanted to give him the sale.

That is not to say that Seybold does not have a few tricks up his sleeves. If he hears that a customer is interested in a tool, he will often just buy it and present it to the customer. The customer’s response typically sounds like, “I don’t remember ordering that.” Then Seybold responds: “But you have expressed interest in it!” Most of the time, this results in a purchase.

Seybold’s customers also have been trained to take advantage of specials.

“Oftentimes, they will not want to buy something on clearance, so I say, ‘Fine, don’t buy it.’ Then, they need it a few days later. Now the next time I say ‘Fine, don’t buy it,’ they are quicker to buy the tool, because they are afraid of that happening again,” says Seybold.


Some parting wisdom

Everything Seybold does is predicated upon doing right by the customer. “I see these people every week,” he points out. “They are not customers, they’re like family.”

This is why Seybold plays by his own rules: Always tell the truth, don’t upsell something the customer does not need, and genuinely care for the customer’s needs. If he does this, he can ask for a fair profit and do so without a hassle. His customers know this and they do not mind.

So it is truer now than ever that Seybold loves what he does. He deals with who he wants and he does it his way.

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