Yeah, Hugh, I get that you are a salesman. I've been reading your posts (and more recently, political rants) for many years. You've had a lot of useful things to say about records, the political points I could do without.  And yes, by and large, you are among friends here, but as your friend, I get to challenge you in ways your non friends wouldn't bother with, because being among friends (politics aside), I like to engage other records managers, and those interested in the subject, in a frank discussion of issues.  

If you are old enough I guess Henny Youngman might be part of your life experience, but this audience comes from all over the world and is of all ages.  I'd bet most of the audience born after 1980 would say, "Henny Who?". Yiddish also might be a stretch for any general audience of almost 2,000 people.  I'm sure we can be considered erudite without knowing either Henny Youngman, OR Yiddish, except possibly in parts of New York.

You lost me...again...why would information governance demand that we negotiate better storage contracts? Or use sales tactics, anymore than records management itself does?

So you've been talking about these issues for decades, and the problems still persist? How do you account for that?  Is it simply as you protest, that we are lacking a sales perspective, or is it that the issues are a bit more complicated than that? Or are your communications skills in describing the problems and the solutions lacking? Why aren't people in the field buying what you're selling and implementing it?  Selling an intangible, like an idea, is a lot more difficult that selling a tangible object, like a safe.

The different circumstances I'm referencing are, for example:  

1) A situation where another department does the negotiating of contracts with vendors.  Facilities Management comes to mind. 

2) Where you inherit an existing contract that was negotiated in the early 1990's or before, where every major and most minor storage players had a hefty perm out fee.  That wasn't considered a critical issue then, because the number of boxes in storage ALWAYS increased, NEVER decreased.  Now you come on the scene as a new manager in 2000 or after, and you have a retention plan.  You can't move to another vendor because your boss does not want to incur the perm out fees, or worse, shift them to another vendor, who will add their own fee.  You have very little leverage to negotiate the perm out fees away.  Essentially, you are in a weak position.  I've personally worked my way around some hefty legacy perm out fees, but I'll be honest, that was as much my willingness to bluff and an opportunity, as it was sales skill.

3) Etc. You get the idea, it's not always about your selling skills, or your ability to negotiate better terms.

About that horse.  You are not going to have the time or the attention of the horse long enough to wear down his lack of interest in your product, concern, or liability stories.  He will do what horses do, show you his backside as he trots away. Decision makers are like that.  You have a limited time to present your case. Then either a decision is made, or you are ignored. This may be why you don't understand why you are still talking about these issues decades later.

It's great that you ask questions about your prospective clients issues and problems, helping to determine how your product might fit in a solution, but it's a common practice, not limited to yourself or any good salesperson. It's called qualifying the buyer.

Oh I'm sure, like many here in our audience have pointed out, a salesperson can be very successful satisfying "wants", although I agree with you, If you can satisfy a "need" it's better, if only for establishing a longer term customer, and a potential referral from time to time.

I'm finding it hard to believe that such an erudite fellow as yourself, gifted in the entertainment arts, philosophy, and language, has never heard of the title, "Records & Conflicts Manager".  I'm sure many others in our audience, especially in the Legal and Financial Services Industries, are well aware of the title.  I've personally had this title for two decades at different employers.

The Conflicts part of my title does not derive from my records management responsibilities directly.  Rather, it relates to an issue called "Conflict of Interest" and other risk management issues, including new client intake, discovery, legal holds, ethical walls, watch lists, and the like. About one third of my time is devoted to risk.

Always interesting sharing with you...

Thanks, 

Bill Creamer
Records & Conflicts Manager
212.728.3448
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