One on One with Njeru Kinyua

Let's start with a short introduction – would you tell us a little bit about yourself and your tasks in the company?

Njeru Kinyua at the Graduation ceremony

I was born in Kenya, where I grew up. After Completing my Bachelor’s degree in Electrical Engineering, I moved to the United Arab Emirates and Completed a Post Graduate degree in Strategic Marketing and CTS Master Class.

I first worked as a Junior Engineer from 2016 and then switched to Field service engineer in 2010. I later became a Service planner, and that’s how I ended up becoming a Service Manager in 2013 for Atlas Copco in Bahrain. In 2016, I changed roles to be an Aftermarket Manager in Qatar, and in 2017, I took over the Regional Aftermarket Sales Manager at the Atlas Copco Services Middle East regional office, which I do to date.

In concrete terms, I am responsible for Aftermarket Sales through our business partners in multiple countries spanning an area of more than 1.3 Million Square Kilometers from Iraq to Yemen. This Includes Driving the Compressor technique Aftermarket Sales Business, Localization of the Atlas Copco Compressor Technique strategy and clear communication of that vision to the regional team in an inspiring way, Territory Management and alignment by optimizing the channel to market in each area based on the potential and area density.

What are the fundamental principles that guide your workflow, and how do you ensure their application contributes to achieving success in your work?

KEY Words and Themes

#Vision

#Mission

#Strategy

#ActionPlan

#Goals

#Objectives

#People

#Innovation

#Time

#Consistency

I adhere to 10 core principles that drive my ambitions and focus. These principles underpin the dedication and energy I bring to every professional endeavour, business venture, and personal relationship, both present and in the future.

  1. In everything I do, I Must have a clear VISION written on paper.
  2. Having a vision enables me to define the ‘why’ behind each vision. This “Why” then becomes my MISSION. 
  3. For Every vision , I develop a STRATEGY and ACTION PLAN, ensuring it’s Specific, Measurable, Achievable, Relevant, and Time-bound (SMART). I also Set Key Performance Indicators (KPIs)
  4. Once I have the Strategy and Action plans, I then Break down the Action plan into 3-month (quarterly) goals. I tackle each quarterly goal sequentially for optimal focus and complete the Action plans.
  5. To achieve my Goals, I set out clear Objectives. My Objectives detail the ‘Who, Doing What, Where, How, and Resources required, segmented into weekly tasks.
  6. Control and Monitoring:
    1. I consistently monitor and Measure Tasks weekly, 
    2. Measure Results on Monthly & Quarterly Basis, 
    3. Have Monthly Update meetings to review the Profit and Loss (P&L), 
    4. Review Key Performance Indicators (KPIs) Annually and
    5. Check the Balance sheet Periodically/annually to understand the Assets and Liabilities.

These 5 Control and Monitoring processes enable me to manage teams seamlessly, ensuring value addition and limiting conflicts. My teams know what they need to do and what to expect from me.

  1. People-Centric Attitude: I engage with others compassionately and empathetically. I Offer guidance, actively listen, and am open to redirection. I Solicit advice, but decide independently, ensuring alignment with the set strategy. I Maintain self-awareness of biases, learn from them, and prevent them from hindering success.
  2. In all things, I ensure to research to keep up with innovations. It is a waste of time to reinvent the wheel.
  3. Time is the most valuable asset. I Optimize by delegating tasks and maximize personal productivity by focusing on essential matters from the set strategy.
  4. Consistency wins the race.

What does your typical day look like in three words

Our Geographical Operations: Iraq, Bahrain, Qatar, UAE, Oman & Yemen.

Sales, Negotiation, Collaboration

I work with six Atlas Copco distributor business partners across six countries. Within my role, each day presents a unique set of tasks and responsibilities. Today, my focus is on developing strategic initiatives, action plans, and goal-setting, while tomorrow, my attention will be dedicated to executing the objectives we have established, monitoring progress, and following up. In the interim, my responsibilities encompass lead generation, opportunity conversion, continuous follow-up, tracking monthly projected deals, processing orders, and maintaining ongoing communication with our support services.
Working alongside six distinct distributors spanning five countries, overseeing a workforce of over 200 employees hailing from more than 100 nationalities, and catering to thousands of customers while managing an extensive volume of leads, quotes, opportunities, and order lines, my role is characterized by a continuous stream of novel challenges. This dynamic environment is what makes my job so exhilarating. While I begin each day with a well-thought-out plan, the unexpected invariably unfolds, presenting new and unforeseen situations to address.

How do you approach building relationships with Business partners and potential clients

KEY Words and Themes

#CustomerCentricity

#KYC

#Personalisation

#ValuePreposition

#Longterm Approach

#Communication

#TimelyFollowup

Building and nurturing relationships with business partners and potential clients is critical to an Aftermarket Manager’s role.

I have a 7-step process on how I approach building relationships.

  1. Customer-Centricity: I always Employ a customer-centric approach. I consistently seek feedback and actively work on improving our offerings based on their input. This not only strengthens the relationship but also helps us stay competitive.
  2. KYC(Know your customer): Before reaching out to potential partners or clients, it’s crucial to know who they are, what business they are in, and what their daily production looks like in terms of revenue. I take time to understand their industry, needs, FAA (Fix, Avoid, Accomplish)pain points, and goals. This knowledge allows me to tailor my approach and messages effectively..
  3. Personalization: Personalization is key. I believe in treating each potential partner or client as an individual. When speaking to Partners and Customers, I prefer to use their name, reference their specific challenges or interests, and show I understand their concerns or service strategy.
  4. Clear Value Proposition: It’s essential to articulate a clear and compelling value proposition. I take time to explain how our Aftermarket products and/or service can solve their problems, Increase their savings or reduce their cost.
  5. Long-term approach: Aftermarket business is a marathon, not a sprint; therefore, I approach business relationships with a focus on long-term relationship building rather than quick wins. I aim to understand their needs and goals, listen actively, and offer solutions that add value to their business.
  6. Communication: Honest and open communication is vital. I maintain transparency in all interactions, addressing concerns or challenges promptly. This helps establish trust, which is the foundation of any lasting business relationship.
  7. Timely Follow-Up: I ensure timely follow-up. Whether it’s responding to inquiries, sending additional information, or checking in on progress, I consistently follow-up, which shows commitment and professionalism.

Can you describe a time when you had to deal with a difficult customer? how did you handle the situation?

KEY Words and Themes

#LeapTechnique

#ActiveListening

#Empathy

#Acknowledgement

#ProblemSolve

I have encountered many challenging customer situations in my line of work, and addressing them is crucial for maintaining customer satisfaction and brand reputation. Here’s an example of how I handled such a situation:

Most recently, we offered to deliver spare parts for a customer and spares were critical in bringing back the instrument air compressor to operation which in turn would restore customer operations. During this period, the customer did not have an alternative compressor.  Unfortunately, the spares were not in stock and due to unforeseen market shifts and other factors beyond our control, the spares had a long lead time and the client became increasingly frustrated and vocal about their dissatisfaction. In fact, the customer went as far as issuing a legal notice.

Here’s how I handled the situation.

In challenging situations, I apply the LEAP Technique.  Listen, Empathize, Acknowledge and Problem Solve.

  1. Active Listening: The first step was to call for a face-to-face meeting and actively listen to the client’s concerns and frustrations. I let them express their dissatisfaction without interruption, allowing time to understand their perspective fully.
  2. Empathy: I expressed empathy and understanding of their frustration. I informed the customer that their concerns were acknowledged and taken seriously and that we had also involved senior Management and all our Service providers.
  3. Acknowledgement: I took ownership of the situation, even though some factors were beyond our control. I assured the customer that I would personally follow up on the logistics process to improve the lead time
  4. Problem Solve: Based on our conversation, I understood his biggest pain point was a deadline he had with one of his Key accounts and it was a deliverable which had a large financial impact on him. Armed with this new information, I was able to get him a standby machine from our rental division for a short period to complete the job that was pending from his end. We delivered the standby machine later that evening, and he was extremely grateful that he could complete his deliverables to his Key account. We managed to deliver the parts after a couple of weeks and the customer was ok with it.

Ultimately, by handling this difficult customer situation with the LEAP Technique, I was able to turn the relationship around. The client appreciated our dedication to their success and continued to work with us on subsequent projects. This experience reinforced my belief in the LEAP technique and I continue to apply it.

How do you stay motivated and manage stress in a high-pressure sales environment?

KEY Words and Themes

#CorePrinciples

#rejuvination

#PositiveMindset

#Optimisitc

#Learning

#Supportsystem

#adaptability

#Celebration

Staying motivated and managing stress in a high-pressure sales environment is essential for maintaining productivity and achieving success. Here’s how I approach this:

As mentioned earlier, I adhere to 10 core principles driving my ambition and focus. These Principles have a vision and mission, have a clear strategy and action plans, and set clear and achievable quarterly goals. Having well-defined objectives gives me and the team a sense of purpose and direction, making staying motivated even in high-pressure situations easier. The goals also serve as a yardstick for measuring progress.
In addition to this, I recognize the importance of taking short breaks throughout the day to recharge. Whether it’s a brief walk, deep breathing exercises, or a moment of meditation, these breaks help me manage stress and maintain focus. After a few weeks, I also take some time off work to travel and rejuvenate. Also, maintaining a positive mindset is crucial. I remind myself of past successes and stay optimistic about achieving future ones. I surround myself in positive environments and avoid situations with negative vibes.

To me, Learning is therapeutic. Getting new knowledge enables me to work better, faster and more efficiently. I make it my mission to know and learn about what I know. I am also lucky and blessed to have a tremendous boss and leader who strongly supports me. I am always open to his and others’ advice at all times. Of course, it helps when one is flexible and adaptable to rapidly changing environments.

Finally, I recognize and celebrate small victories along the way, which helps maintain motivation. It provides a sense of accomplishment and reminds me of progress, even during high pressure.

How do you handle objections and rejections during a sales process?

KEY Words and Themes

#LEAP technique

#PursiasiveInquiry

#FAA

#Listening

#Empathy

#Acknowledgment

#ClarifyingQuesitons

#ProvidingInformation

#Overcomingmisconceptions

#CustomizingSolutions

#Learning

#adapting

 

Handling objections and rejections during the sales process is a critical aspect of my role as an Aftermarket Manager. I always know that Customers will focus on the question they asked and drive the conversation based on their conclusions. So, I Anticipate objections and address them proactively within the sales presentation. Acknowledging potential concerns upfront and providing solutions makes objections less likely to arise later in the process. Here’s how I Manage Objects and rejections:

Here, I apply the LEAP technique with Persuasive Inquiry

  1. Listening, Listening, Listening. The first step in addressing objections is to listen to the customer’s concerns or rejections actively. I give them my full attention and let them express their points of view without interruption. This demonstrates respect for their opinions.
  2. Empathize and Acknowledge: I empathise with the customer’s perspective and acknowledge their objections or concerns. This shows that I understand their point of view and that their concerns are valid.
  3. Ask Clarifying Questions: I ask clarifying questions to gain a deeper understanding of the objection. This helps me uncover the root cause of their concern and enables me to tailor my response effectively.
  4. Provide Information: I provide relevant and accurate information to address the objection. This may include data, specifications, case studies, or testimonials that support the value and benefits of our aftermarket products and services. I am Share Success Stories. Sharing success stories and examples of how our products have benefited other customers can be persuasive. It provides real-world evidence of the positive outcomes they can expect.
  5. Overcoming Misconceptions: If objections are based on misconceptions or misinformation, I take the time to clarify and educate the customer. Providing accurate information can dispel doubts.
  6. Customize Solutions: In some cases, objections arise because the customer’s needs or expectations are not fully met. I work collaboratively with the customer to customise solutions that align with their specific requirements. This demonstrates flexibility and a commitment to finding the right fit. In situations where our standard offerings may not align with the customer’s needs, I explore alternative options or configurations that can better suit them.
  7. Learning and Adapt: I see objections as opportunities for improvement. After each objection, I assess the situation, learn from it, and adapt my approach for future interactions.

How do you keep up-to-date with industry trends and use that info to improve your sales approach?

I keep up-to-date with industry updates by Subscribing and following leading industry publications, journals, and newsletters, which provide insights into emerging trends, new technologies, and significant market shifts. This also includes following compressed air developments on Linkedin, YouTube, and TikTok.
However, the more direct approach is Enrolling in industry-related courses and training programs that boost professional credentials and provide insights into the latest technologies and best practices. Of course, it also helps to look at competitors’ products, services, and strategies to see a fresh perspective on market dynamics and areas for improvement.
In the future, I plan to join industry-specific associations, like the Compressed Air and Gas Institute (CAGI), that provide networking opportunities and access to research, guidelines, and industry standards