Targeting Norm

Norm Brodsky

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Frankly, Scott, I have no idea whether the small companies whose names I mentioned are even in business anymore, let alone successful. That was the whole point of my column: The name of a company has little or no impact on its success (with the exception I noted). Having a memorable name like Tex's Chainsaw Manicure won't help the company attract customers, and having a forgettable name like Avaya won't drive them away. So I disagree with you on that score. I'm also uncomfortable with your characterization of my column as "contrarian," although I admit that's a common perception of how I think. If being contrarian means disagreeing just to disagree, I don't consider myself to be contrarian at all. I simply have a habit of asking, "Why?" When you tell me, for example, that a name is "still a major determinant" of a company's ability to attract customers, I ask, "Where's the evidence?" I don't think it exists.

I also heard from a few readers who decided, after reading the column, that I could help them choose their company's name. One such reader was Roseann Rosnick, who is currently the administrator of the Oakleaf Personal Care Home in Pittsburgh:

I believe you wrote this amazing article for me! At age 52, I have decided to start my own consulting business, specifically teaching a seminar I attended 17 years ago that taught me how to improve my relationships with co-workers and others by identifying each person's primary and secondary colors. I have secured a license from the creators of this material and am ready to begin. But I don't have the perfect name yet!!! Not being able to choose a name has paralyzed me. My colleagues and I have come up with three possible names: Prism Insights, Prism Perspectives, and Prismquest, all with the tag line "Work Smarter, Relate Better." Which do you like best?

All I know for sure is that company names don't matter. If the lack of one is paralyzing you, put all the names on a wall and throw a dart at them.

To tell you the truth, Roseann, I don't like any of them, which is probably a good sign because I have terrible taste in names. I'd probably go for something like Roseann's Rainbow, or Colors Inc. All I know for sure is that the name doesn't matter. If the lack of one is paralyzing you, here's my advice: Put all the names on a wall, blindfold yourself, and throw a dart at them. Use whichever name it lands closest to. You can't go wrong--really.

Last, but not least, I received this message from Michael Santorelli, CEO of Dogmatic Inc., with offices in Los Angeles and New York City, about a column that just won't die--the one I wrote in May 2003 about the problems with sales commissions:

I read your article about sales commissions when it first came out. I wanted to implement your strategy for moving salespeople from commission to salary, but my partner did not agree. Years later, I find myself in the same old jam. While I was searching for help online, I came across your article again and wished I'd followed your advice. How do I convince my partner to give it a try? She thinks there is no way around commissions.

I'd focus first on convincing your salespeople, Michael. Your partner is probably afraid that if you change their compensation system, they'll all leave and take customers with them. She will come around if the salespeople themselves agree to make the switch from commission to salary. That will take time and a lot of persuasion. Chances are they only know commissions. You need to give them the whole rationale and take them through the numbers. You have to show them one by one that they'll do as well or better financially if they're on salary, that they'll have more security, and that they'll reap the benefits of working as members of a team. Maybe you'll persuade half of them to start with. If they're willing to give it a try, your partner will be, too. Meanwhile, you can keep working on the others. Eventually you should be able to get almost all of them to go on salary. Will you lose one or two out of 10? Maybe. But the ones you most want to keep will come to embrace the new system, and I believe your company will be stronger as a result.

Norm Brodsky is a veteran entrepreneur whose six businesses include a three-time Inc. 500 company. His co-author is editor-at-large Bo Burlingham. (brodsky13@aol.com)

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