By Steve Adubato, PhD
The late Russ Berrie was an extraordinary salesman and an exceptional communicator.
In 1963 with $500 Berrie started what would become a global toy, novelty and stuffed animal company. A decade ago Oakland-based Russ Berrie and Co. had offices and distribution centers in several countries and employed nearly 2,000 people with a sales force of 600.
Russ Berrie passed away a few years ago. After his death, the company shrunk, laid off hundreds of workers and was eventually sold for a small fraction of its peak worth.
But his legacy lives on. He created the Russ Berrie “Make a Difference Awards,” which recognize ordinary people doing extraordinary things, and I am anchoring a series of public television programs entitled “Make A Difference,” which is underwritten in part by the Russ Berrie Foundation.
Every once in a while someone in business lives their life in a way that provides valuable lessons, particularly when it comes to communication and leadership. Berrie was that kind of person.
Q: What were Berrie’s primary principles when it came to sales?
A: He believed that even as CEO he had to be actively involved in every aspect of the business, particularly sales. This required superior communication skills. He consistently talked to retailers about what they liked and didn’t like about his products and made changes based on what he heard from the marketplace, as well as from customers and his sales team.
Q: How else did Berrie communicate with the marketplace?
A: In a 1997 story in “Entrepreneur Magazine” Berri said: “One of the most important things an entrepreneur can do is get out and talk to customers—speak to people so you can understand what is going on in the marketplace...It is the only way to know the direction they are going.”
Q: So the key was staying close to customers, even as the company went public and as Berrie had expanded his responsibilities as CEO?
A: Berrie would say that one of the most difficult transitions he had to make was going from salesman and entrepreneur to becoming a manager and leader. He committed to dealing directly with those who were closest to the marketplace.
Q: What was Berrie’s attitude about the perception of sales and sales people?
A: Berrie was always concerned about how salespeople were perceived, which is why he helped establish the Russ Berrie Institute for Professional Sales at William Paterson University. “Unfortunately business schools in most universities regard sales as meaningless in that they usually have but one course on selling—sales management—while they might have 18 courses on finance or management,” he said. “ My dream is to change that.” Berrie wanted parents to be proud of their sons or daughters who went into the profession of sales.