XBIZ Premiere is pleased to present “Execs of 2016: The Year in Review” — a special showcase of the thoughts and strategies of 2016’s most influential and motivational leaders as they offer their take on the year’s top trends.
Each of the executives we spoke to is among the finalist nominees for the retail industry edition of the 2017 XBIZ Exec Awards.
Our customers buy from us because of our team and the relationships we have created with them. I have always allowed my team the latitude to sell the Xgen Products brand and the items we carry on their terms. -Andy Green, Xgen Products
The following question about the year in review was asked to those running for the Senior Leadership Award:
XBIZ: How did you empower your team this year?
Andy Green
CEO, Xgen Products
“Since Xgen Products’ inception seven years ago, I have always believed in creating a team-first environment. We aren’t just selling toys, novelties and lingerie. Anyone can do that. Our customers buy from us because of our team and the relationships we have created with them. I have always allowed my team the latitude to sell the Xgen Products brand and the items we carry on their terms. Whether it is getting on a plane and visiting a customer, doing a training session via Skype, attending an industry trade show or hosting customers at our showroom, my team can use whatever options they have at their disposal. With more and more ways to buy products now, I must ensure the continued growth of our company by letting my team sell as they see fit and trusting their instincts. I am extremely lucky to have such an amazing group of people represent the Xgen Products brand.”
Austin Ferdinand
International Business Development Executive, CalExotics
“One of our biggest competitive advantages is with our product development cycle. Our team does a variety of research, which involves many different team members. For example, as a member of the sales team, I have a close relationship with our customers. I take their feedback and comments and share them with our new product development team. Members of our marketing department have a variety of interactions with consumers. They share this information with the team to provide a better, more targeted product selection. With every department working towards the same goal, we can stay ahead of the curve.”
Glenn Le Boeuf
Vice President of Operations, Nalpac Distribution
“We’ve empowered our team in a few ways. One way was to make some major investments in technology over the last few months to make our company more competitive. Another way we empowered our team was to drill decision making down to key team members. While some people just loathe making decisions, others find it liberating. We shuffled some duties around and created communication pathways so ideas and approvals flow much easier within the organization. This way, our employees have input on the direction that projects are going. After a few give-and-take sessions, the teams start to get an idea of where the proverbial rails are and develop plans that stay within them.”
Kerin De Francis
Director of Sales, Doc Johnson
“It takes a lot of commitment from our team to stay competitive today in our industry. Forty years ago when Doc Johnson started, there was little competition in this market. Our industry has definitely grown since 1976! But as a company, we have always stayed true to what we are. We are the original made-in-America pleasure products company. We always have been. That takes more commitment than most realize. We believe in keeping our economy as local as possible. We believe in keeping quality high in our products and not cutting corners. And while most companies are manufacturing in China, we keep production in Los Angeles, Calif. We have nothing but respect for our Chinese partners, but holding true to our American foundation has kept us competitive and on the cutting edge.”
Steve Sav
Vice President of Sales, Pipedream Products
“At Pipedream, we value a strong sense of family and always work together as a team. This year, as we incorporated two new brands, Jimmyjane and Sir Richard’s into Diamond Products’ family of brands, we were challenged more than ever to grow. Pipedream has always had a robust product offering, and with the two added companies, we are now responsible for one of the largest product mixes in the industry. I like to empower the team by leading by example. I like to encourage them to be as prepared as possible. I think when we work together collectively and have the correct information, we can all better service our customers.”
April Lampert
Sales Director, Fun Factory USA
“Any company is only as good as the people on board the team. As all great leaders know, you don’t build a business; you build the people who, in turn, build the business. I empower my team by giving them authority and sense of responsibility.”
Marla Lee
President, The Kama Sutra Company
“This year, my team was empowered with an entirely new product category to sell. After 47 years of selling body products, we decided to launch Rhythm by Kama Sutra. It is comprised of five new pleasure massagers. Everything from shapes, functions and colors received input from the sales team. Being part of the development process really helped the team feel personally invested in the project. This has led to not only an amazing group of massagers, but a team of sales people who feel more energized then ever.”
Leilani Whitney
Managing Director, Fantasy Lingerie
“I have a strong belief in my team and their abilities. Each member is a unique person who brings their individual talents and strengths to the company, and I trust them to run on their own accord as much as possible. It is my goal for people to have a sense of place and belonging, and I believe we are a team in every sense of the word as we encourage and support each other. I welcome input, observations and ideas and ask everyone in every department to bring us their thoughts. I am here for them in terms of guidance, direction, straight forward feedback and the occasional happy dance.”
Hui Newnham
Sales Executive, The Screaming O
“Evidence-based decision-making has become an ethos within the Screaming O offices, and we dedicated this year to training our entire team to truly understand the power of this business strategy. Rather than relying on hearsay, assumptions or ‘educated guessing,’ we make decisions regarding our product materials, current marketing plans, and future product development using sales data combined with materials and technology information verified accurate by one of our independent research partners. This strategy not only ensures a higher probability of success on the consumer level, but it also inspires a higher echelon of trust among our customers, who can do business with Screaming O knowing we have our supply chain’s best interests in mind.”
