Welcome! We're glad you're here.

Whether your journey through here is just one of curiosity, or to seriously gather information about retaining us, our goal is to satisfy your needs.  While 34 years of General  & Sales Management in the printing and book industry has provided many challenges, valuable experience and lessons learned have been the benefit.  Listed below in summary fashion are areas of greatest interest and value.  Additional questions, discussions, and feedback is always welcome.

Mission Statement

Hengsbach & Associates works with top management in the print, book, and publishing areas helping clients develop their people, focus on strengths, and win the competitive battle for customers. 

Areas of Expertise 

Sales Force Tune-up: It is estimated that 85% of companies with outside sales forces do not have compensation plans that support corporate goals.  Furthermore, clearly written objectives are not given in more than 60% of those same organizations.  Little or no training is given 30% of the time.  Finally, no more than 40% of managers hold their people accountable considering annual performance reviews, written performance improvement plans, and regularly scheduled One to One's.  It's no wonder that, when business is down, the conclusion is often reached that it's sales' fault.  Many times, in fact  MOST of the times, coaching is needed, but all too often we need to look inward first to our management style, support, and procedures.  You may find this approach surprising, but we have found it very productive.

Certainly, sales profiles, work ethic, energy level, listening skills, empathy, experience and such, need to be studied.  Amazingly enough, though, when all excuses are removed by looking at management first, sales "gets it".  They feel they are being treated well, are valued, and part of a team that wants them to succeed.  When the company wins they win; it's as simple as that.

A final emphasis here is fostering excellent communication.  One of our favorite books is "Fierce Conversations" by Susan Scott.  Honest, caring, but direct interchange is a must in developing trust and a team.  This will be a thread through the whole experience. 

Fierce Conversations: As alluded to above, communicating clearly to others is a non-negotiable requirement for success.  More than 75% of small to medium sized companies have some sort of dysfunction or disjoint when it comes to UPWARD information exchanges.  Simply put, most employees are reluctant to honestly communicate to their superiors for fear of censure or at least disapproval.  When these frustrations build, they often can burst out at the worst of times, doing damage to both parties.  In the last month alone, three VP's, all at different companies, talked candidly to us on how to express deep concerns to their CEO 's.  One CEO refused to see business & market realities, another was treating employees  with demotivating behavior, and the third was micro managing without spending enough time to be knowledgeably involved.  

These questions will lead to their staff, and in the protected environment we provide, The answers will lead to productive interchanges - fierce conversations.  This is one of those clear times where a third party is much more effective in raising the issue.  We will be happy to facilitate for you.  Try us with your questions; we will be happy to pave the way with answers.     

Executive Coaching & Managerial Coaching: It's not only lonely at the top, ethics and issues complicate decisions. Adding to the challenge is the attempt to serve 3 masters; customers, employees, and shareholders. Thirty years of sales and general management experience has provided the foundation for understanding and mentoring in this area. Five years were spent running a $20 million family-owned company which was sold at a handsome level providing excellent shareholder return.

Whether it's facilitating a top manager's performance, or counseling the management of a top sales person, our most important asset is our people.  However, this all starts at the top.  If the CEO is not happy, motivated, and comfortable in her role, then it filters down to her managers and to their reports.  Driving the Agency to this position has involved a significant level of listening, understanding, and empathy, which in turn is taught to the organization. Emphasis is put on removing emotion and making challenge resolution a process. The objectives must be defined, data gathered and reviewed, all from a disciplined approach.

Next enters the heart.  Just as the objective view gets its due, so must our values. Yes, we must use both sides of our brains! Simply put, what is the right thing to do? .

Book Components Including BaseOne: The Agency has written and submitted 3 patents in this area, for BaseOne.  They are centered around a plastic substrate instead of paper, which provides for better durability. less cost in some instances, less weight, and a dramatically improved appearance.  The Agency has iimportant experience in the development and sale of book covers, book jackets, BaseOne covers and jackets, and the UV and digital printing of each.  Marketing, sales force selection, retention, and development within this product area is a specialty.  Additionally there is significant knowledge of strategic direction, the competitive marketplace, & customer awareness and needs.    

Projects undertaken might be to evaluate the current production, marketing, and sales of book components;  to question/discuss strategic direction; and to facilitate implementation of the course of action chosen.

Family-Owned Business Challenges/Opportunities: Many companies with family member ownership, and/or management, struggle with how to maintain family values while pursuing growth.  Morale of employees is often affected, as well as the cohesiveness of the family. We believe both can be achieved, but often the process needs an outside facilitator.  That's where we come in; we understand the issues, and how to resolve them without stress on the family.

Some deliverables here are to evaluate the current state of the family and business, and look at how they interact.  Questions will be pondered, such as: How should promotion of family members within the business be earned?  Is there a difference between ownership and managing within the business?  How can second and future generations of family members best be mentored?

Emphasis will be put on discussion of such things as goal setting, accountability, succession planning and resolving conflict.  Questions, discussion, and the discovery of the right course of action for the goals, as set by the company, will be the key. The journey will be a big part of this process.