Ted steinberg

Ted Steinberg.jpg

Ted's USA Contact Information

Ted Steinberg, Management Consultant

The Matchmaker's Triangle

302 Stonegate Circle

San Jose, CA 95110

408-217-9683

408-496-4585

tedsteinberg@thematchmakerstriangle.com

 

 

Ted's Costa Rica Contact Information

Seis Casas Oeste de Calle 6, on Avenida 22

Casa Amarillo, Mano Derecho

Barrio Alta Cruz, Turrialba, Cartago, Costa Rica, Central America

Cell Phone - 506-8448-8633

Land Line - 506-2556-5044

mtedsteinberg@gmail.com

 

Ted's Propaganda (Bio)
 

Ted has over 60 years of business experience (old codger) as a sales representative, business executive, entrepreneur, consultant, lecturer, and character. He’s recruited, trained, and managed several thousand sales personnel, and given hundreds of “fee based seminars” to associations and businesses in the USA, Asia, and Europe. Like anesthesiologists, he was paid for putting people to sleep!

In 1986, Ronald Lye, former COO of Singapore Airlines, attended one of Steinberg’s seminars.  He exclaimed, “this is a universal system, it’s The Ultimate Selling Machine.” Prior to this, Ted’s dogma was known by less pretentious names, some were mildly flattering. Mitch Gooze, a former client of Steinberg’s, said, “Ted uses a Fantasy Process to stretch the Reality Process.” At Mitch’s urging, Ted’s system and so-called body of knowledge,  “The Matchmaker’s Triangle” is now available for Marketing People, Promotional People, and Sales People, via Webinars, Seminars, Workshops, and Consultations, including Coaching and Project Development Services. Whew!

Ted grew up in South Dakota; his parents were merchants. Dinner talk centered on getting more customers, and “what else can we sell?” Attending college on a scholastic scholarship where he majored in Agricultural Economics, leaving South Dakota State University, after one year, for the University of Nebraska where he became bored and dropped out in the middle of his junior year. With neither a good looking résumé or an understanding family to feather his nest, Ted went into sales, not salary & expenses, but commission and “good luck!” Sink or swim, but do it on your own hook!

Steinberg’s Law of Bandages! For three years, he failed at selling vacuums, encyclopedias, hearing aids, and freezer plans. “If you buy our meat for three years we’ll give you the freezer, free.” Nobody did! He had some luck selling health insurance, hardware, paint, auto parts, and clothing. Each “learning experience” (getting hired & getting fired) presented new hurdles = customer resistance in the form of either loud objections or inertia. Interspersed among these traumas were other low paying jobs: bookkeeper in his family’s store, sales clerk for Sears, head of the Boy Scouts department for a retailer in Phoenix, gun buyer and hand-loading expert for Klein’s Sporting Goods in Chicago. Klein’s is remembered for selling Lee Harvey Oswald, the rifle. In case you’re wondering, it was not procured by Ted. Oswald’s weapon was acquired and fired at President Kennedy, years after Ted was fired for being absent while hunting. Thus, Ted received no mentions in any paper!

At age 25, encouraged by a fellow sales rep whose income was 15 times as much as Ted’s, he stopped fantasizing about his Ultimate Whatchamacallit and approached potential customers with his ideas, instead of just dreaming about them. Thirty days after Ted went outside his box, his annual income of $6K, increased six fold. In 1959, you could buy a Porsche Carrera for $4,500 and realize the true meaning of life!

When a million dollars meant something, he was managing a million dollar territory and developing merchandising concepts for major retailers. Fred Lazarus, founder of Federated Department Stores, the predecessor to Macy’s, was one of Ted’s earliest believers. Armed with this vote of confidence, Ted convinced department stores to build exclusive departments – based solely on the merchandise he represented. Some of his recognizable customers included Daytons, Neiman Marcus, Marshall Fields, Gimbles, and Macy’s. By pre-arranging with nearby sororities, high schools, and women’s organizations to attend special events held once or twice a year in these departments, he could guarantee a retailer a built-in demand. His customers allowed him to write his own purchase orders and be responsible for in-store promotions, and advertising. A store’s image was enhanced by Ted’s pre-arranged relationships with local affinity groups.

His focus on “pre-arranging” the results, thus legitimately “salting the mine,” is a thread that runs throughout The Matchmaker’s Triangle. By arranging the “attractor patterns” in advance, higher response rates and positive results are easier to obtain for vendors. Plus, it’s easier to sell your customer when you have their customers in the palm of your hand. Although more up-front work is required by the vendor, the probability for success is enhanced.

In 1980, with the belief that shopping for complex products and services could be systematized by computers, he launched Insuragram, the first electronic shopping service for insurance. According to CBS TV News in San Francisco, this was the beginning of computerized shopping. For $25, and a phone call, for a 5 minute interview, anyone could save money on their insurance by getting an “Insuragram.” The computer compared the rates and underwriting criteria of over 150 automobile policies from more than 75 companies, including Allstate, AAA, State Farm and Farmers. An Insuragram contained a printout of the lowest 25 applicable quotes based on the customer’s answers to all the usual questions and the actual driving record for all named drivers, accessed on-line, via DMV.

The San Francisco Examiner wrote about the impact of Insuragram and computerized shopping in a six column article on the front page. The Chronicle, The Mercury News, and The Oakland Tribune featured stories in their business sections on his concepts. He was interviewed by 4 bay area TV stations on the evening news. Over 50 west coast radio stations ran news briefs as well. Despite the successful fanfare, Insuragram was a financial failure. It was encumbered by underpowered computers, investors, and management – including Ted. The modems operated at 300 baud, not fast enough to keep up with a burn-rate which exceeded the depth of his investors’ pockets!

In 1982, Ted returned to his first love, his coordinated marketing, promotional, and sales system. As a full-time consultant he began introducing his system to sales people and sales executives. He knew the phrase “The Ultimate Selling Machine” would be met with derision, so he kept the phrase to himself. He emphasized the need for linking mind opening marketing and selling activities, thereby providing enhanced customer experiences. Instead of pushing the typical mantra of closers, he insisted on “opening minds and keeping them open.” With this emphasis, Ted supervised the introduction of several new products to over 2,500 of the world’s largest companies, many of whom became first time customers of his clients.

By 1985, he was sure the applicability of his system was universal. It could solve sales problems and maximize a seller’s opportunities without encountering the typical resistance associated with most selling systems. The Matchmaker’s Triangle emphasized “Doing Business Relationships,” wherever possible, instead of  the typical “Product Purchasing Relationships.” Ted’s system employs Seven Levels of Craftsmanship, from Begging to Linkability. These levels are applied to a nine step incrementalized production system, similar to a manufacturing process. The objective is to “produce and maximize valuable customer relationships on purpose – in any selling situation.” The Matchmaker’s Triangle works with one customer or thousands of customers.

In 1994, “Inc. Magazine” quoted one of Ted’s clients who described him as “cocky, arrogant, brilliant, expensive, and worth it!” The client’s sales increased from a ten year, prior average, of $3.5M per year to over $25M, using a few of Ted’s concepts. In 1996, the Publisher of “Selling Power,” Gerhard Gschwandtner, told Mitch Gooze, “one of Steinberg’s concepts would be a three year career for most consultants. His program is about offering choices to customers instead of controlling them. His view of training salespeople avoids the typical Muppeteer approach.”

In 2001, Mitch Gooze, recognized authority on sales and marketing, dedicated his book, “The Secret of Selling More,” to Ted Steinberg.

Although Ted is semi-retired in Costa Rica, he appreciates the opportunity to share his concepts on turning business fantasies into realities. His notes to himself, grew to 8,000 journal entries over the years, some detailed – some not, some useful – some not, some funny – some not! Why so many notes? Bob Hope kept over 30,000 one liners on file, just in case. What’s good enough for Hope, was good for Ted!

 


Ted Steinberg’s Sales & Marketing Achievements
 

Personal Sales:

  • After creating his system for turning fantasies into realities, Ted doubled and tripled the sales for five established clothing manufacturers. Sales for his territories ranged from $500K – $1.5M (late 1950’s to early 1960’s dollars). No other salesperson had increases or accumulated market penetrations close to his. Two of his first year increases were six fold.
  • 1st in sales; sold 126 of the first 150 Franchises for a national real estate company, in 1963 & 1964.
  • 1st in sales for a life insurance company with 800 agents, in 1971, his first full year. He started with the company in mid-1970, by year end he ranked among the top 1% of their agents.

Telemarketing to Businesses: (involved sales conversations – not dialing for dollars)

  • By 100% Telemarketing, in 1982, his client, an established IBM PC peripheral manufacturer, signed up 30 to 50 new dealers per month with an opening order of $5,000 -$15,000. Four months after contracting with Steinberg, his client sold more dealers than existed from their previous two years of efforts.
  • By 100% Telemarketing, in 1983, for a startup diskette manufacturer, the salespeople, which he recruited and trained, sold over 3,000 new dealers in 5 months. This equaled 3 times more than the company projected for their first year’s total sales.

Retail Promotion:

  • Opened 2,500 new charge account customers during a 1 day, in store event, for a single location retailer in 1965. The police were summoned to keep the crowd from surpassing the maximum occupancy limit.
  • Received 4 awards for best TV and Newspaper Advertising in the upper mid-west which included Chicago.

Entrepreneurial:

  • Raised over 25 million dollars in equity financing for several small clients.
  • Structured Business Plans, Executive Summaries, and Financial Projections for larger clients seeking from $10M to $500M in commercial lending for expansion, and Mergers & Acquisitions.
  • Started several companies as a principal from 1965 – 2002:
    • Steinbergs: apparel retailer.
    • American Lifetime Insurance Services: 6 offices in 6 states– DBA Income Protectors of America.
    • Perfection Cattle: embryo transplant pioneer and importer of Simmental cattle from Switzerland.
    • Collabco: collaborative real estate development services, providing sweat equity for contractors & employees.
    • Insuragram: world’s first electronic shopping service. “We don’t sell insurance, we price it!”
    • Tenstar: FamousMaker PC clones and peripherals. Custom built for retailers, including Computerland.

OEM & Industrial Sales:

  • For clients, developed strategic partnerships with hundreds of well-known industrial companies.
  • Managed sales offices concurrently in Tokyo, Seoul, Taipei, Hong Kong, Singapore, London, Wiesbaden, Paris, Silicon Valley, and Boston, as the Acting Director of Worldwide Sales and Marketing for his client – a manufacturer of integrated circuits, 1988-1990.
  • Increased Sales 65% in 1988 in the USA for a large electronics client. The industry was having a flat year; and his client had no new product introductions. In 1989, he applied the same system in Europe and Asia, with similar increases.
  • By Direct Mail and Telemarketing to the Fortune 1000, sales for a mainframe software mfr. increased in 6 months from 6 major sales per year to 6 per month, with only 1 additional sales person. New Customers included: Amax, Anheuser Busch, Arco, Avco Financial, B. Dalton, Bell Canada, Bendix, Blue Cross (in several states), Blue Shield (in several states), Burger King, CitiBank, Continental Can, Firestone, First National Bank of Boston, Ford Motor, Hughes Aircraft, Hughes Tools, Indiana Bell, Johnson & Johnson, Los Angeles County, McDonnell Douglas, Morgan Guaranty, New England Bell, Northrop, Penneys, PG&E, Rockwell, Southwest Public Service, Transamerica, US Post Office, Warner Brothers, and Warner Lambert.
 

Ted Steinberg’s Companies Served
 

This List Includes:

  • Clients Served.
  • Clients’ Customers Served.
  • Customers served for Steinberg’s own account.

Clients represented for commercial financing of $10M – $500M, are omitted, to comply with non-disclosure agreements.

This list represents a wide variety of situations where The Matchmaker’s Triangle was applied, directly or indirectly.

  • 3COM, Santa Clara, CA; 1989-1990 (Customer of 3 clients).
  • 3M, St. Paul, MN, 1982-1990 (Customer of 2 clients: 3 various type products to 2 branches).
  • Adpac Computing Languages, SF, CA; 1982 (Client: manufactured IBM mainframe software).
  • Airtronics, Inc. Santa Clara, CA; 1991-92 (Client: sheet metal fabricators).
  • American Airlines, 2001 (Customer of Caxton: real-time flight deck data delivery).
  • Andreini Enterprises, Sunnyvale, CA 1984-2004 (Client: TEC/Vistage Chairman and management consulting services).
  • Apple Computer, 1988-1995 (Customer of 3 clients: 5 products to 2 branches).
  • AT&T; 1982-1990 (Customer of 2 clients: 12 various type products to 4 branches).
  • Boeing Aircraft, 1988-2001(Customer of 2 clients: 6 various type products to 4 branches).
  • Bofors Nohab, Stockholm, Sweden; 1977 (Client: hydroelectric turbines).
  • Braun, Germany; 1989-90 (Customer for Teledyne: appliance division).
  • Calvin Group, Los Altos, CA; 1992-1993 (Client: technology developer).
  • Canon, Tokyo; 1990 (Customer for Teledyne: digital photography).
  • Capsco, Santa Clara, CA; 1989-91 (Client: passive component distributor).
  • Carson Pirie Scott, Chicago, IL; 1960-62 (Client: department stores).
  • Caxton, SF, CA; 2001 (Client: Adobe VAR & Technical Publishing Contractor).
  • CBI, Inc., Chicago, IL; 1995 (Client: business forms and efficiency company).
  • Computer Alternatives, San Rafael, CA; 1992 (Client: VAR integrator of mini-computer systems).
  • Computerland Corporate Stores, Hayward, CA; 1985-1988 (Customer of Tenstar).
  • Computerland of Arizona, Phoenix, AZ; 1986-1988 (Customer of Tenstar: largest franchisee of Computerland).
  • Crueger-Ebzery Associates, NYC, NY; 1973-1980 (Client: agriculture: irrigation projects and cattle breeding).
  • Data Components, Richmond, CA; 1989-1990 (Client: precision bar coding)
  • Datamac, Sunnyvale, CA; 1983 (Client: computer peripherals and hard drives).
  • Dayton Hudson, Minneapolis, MN; 1958-68 (Customer: department stores).
  • Delta Airlines, 2001 (Customer of Caxton: real-time flight deck data delivery).
  • duPont, Henry B. III, Southport, CT; 1974-81 (Client: agriculture: cattle breeding).
  • Enigma Logic, Concord, CA; 1985 (Client: security software).
  • Fearey, Morton; Managing Partner, Davis, Polk and Wardwell (Client: agriculture: cattle breeding).
  • Federated Department Stores, Columbus, OH; 1960-62. (Customer: various merchandising promotions).
  • First American Records Management, San Jose; 1994 – 1995. (Client: division of First American Title).
  • Future Electronics, Montreal, Canada; 1988-90, (Customer for Teledyne: worldwide components distribution).
  • General Electric; 1988-1990 (Customer of 5 clients: 15 various types of products to 8 GE branches).
  • General Motors; 1982-1990 (Customer of 2 clients: 11 various type products to 5 branches).
  • Gimbles, Inc., NYC, NY; 1958-68 (Customer: department stores).
  • GoldStar, Seoul, Korea; 1988-1990 (Customer of Teledyne:  monitor sensors).
  • Grove Company, d.b.a. Thermo Jac, St. Louis, MO; 1958-60 (Representative for a maker of active sportswear).
  • Holiday Inns of America, Memphis, TN; 1963-65, & 1967 (Client: convention center in Sioux Falls, SD).
  • Honeywell; 1982-1990 (Customer of 2 clients: 25 various type products to 8 branches).
  • H-P, 1980 – 2000 (Customer of 5 clients: 25 various type products to 6 branches).
  • Hughes; 1982-1995; (Customer of 3 clients: 13 various type products to 4 branches).
  • IBM, Armonk, NY; 1974 (Client: personnel policy regarding sales organizations).
  • IBM; 1982 – 2000 (Customer of 5 clients: 15 various type products to 8 branches).
  • Impact/Gestetner Ltd., Sidney, Australia, Germany, USA; 1988, (Client: IBM & Wang peripherals manufacturer).
  • Infant Technologies; see Calvin Group, (Client: sensor technologies for infants’ products).
  • Intel, Santa Clara, CA 1988-2000 (Customer of 3 clients: 5 various type products to 3 branches).
  • Intelligent Technologies, Foster City, CA; 1985-89 (Client: mainframe émulation).
  • ITT Life, Minneapolis, MN; 1978 (Partner: direct mail insurance).
  • J. D. Drayage, SF, CA; 1989-1990 (Client: trucking and warehousing)
  • Janus Dysc, Milpitas, CA; 1993-94 (Client: diskette manufacturing and distribution).
  • Johnson Institute, Minneapolis, MN; 1996 (Client: substance abuse & violence intervention training).
  • Kahn, Harry; Managing Partner of Neuberger-Berman, NYC, NY, 1974-1981 (Client: agriculture: cattle breeding).
  • Lorrie Deb, SF, CA; 1960-62 (Rep for apparel manufacturer).
  • Lucas Industries, Birmingham, UK; 1989-90 (Customer of Teledyne: automotive electronics).
  • Macy’s, SF, CA, 1982 (Customer of DataMac).
  • Marshall Field and Co., Chicago, IL; 1960-62 (Customer: department stores).
  • Marshall Industries, Los Angeles, CA; 1988-90 (Customer of Teledyne: components distributor).
  • MidColumbia Forklift, Yakima, Wenatchee, Pasco, Auburn, WA; 2014-2016 (Client: material handling equipment).
  • Midland National Life, Watertown, SD; 1970-73 (General agent. Specialty = agricultural estate planning).
  • Morgan Linen, Chicago, IL; 1989 (Client: TEC/Vistage Member. Linen services in 8 states).
  • Motorola, 1982-1990 (Customer of 2 clients: 17 various type products to 5 branches).
  • NASA; 1988-1990 (Customer of Teledyne: 8 products in 3 locations).
  • Olivetti, Milan, Italy; 1989-90 (Customer of Teledyne: office equipment).
  • OMT Group & CMG Group, Santa Clara, CA; 1990-2002 (Client strategic marketing consultants).
  • PlantWorks, St. Louis, MO; 1976 -77 (Client: hydroponics greenhouses).
  • RCA, New Jersey; 1986 (Customer of TenStar’s Computers, a Steinberg company).
  • Realty Programming Corporation, St. Louis, MO; 1962-65 (Executive VP of franchising company).
  • Robert Bosch, Germany; 1989-90 (Customer for Teledyne: automotive parts manufacturer).
  • Rockefeller, David and Margaret, Pocantico, NY; 1974 (Client: agriculture: cattle breeding).
  • Rockwell, 1988-1990 (Customer of Teledyne: 8 products in 5 locations).
  • SensArray, Santa Clara CA; 1998-99 (Client Semiconductor Test Equipment).
  • Shimada Landscape, Santa Clara, CA; 1998 (Client: industrial landscape management).
  • Sioux Indian Tribal Councils, Upper Six MW States; 1972-77 (Client: industrial development).
  • Smith and Shows, Palo Alto, CA, 1987 – 1992 (public relations firm).
  • SoftShell Systems, d.b.a. LanTamer for Novell, Palo Alto, CA; 1992-93 (Client: network management software).
  • Solo Systems, Sunnyvale, CA; 1984 (Client: computer work sta­tions).
  • TEC/Vistage: The Executive Committee, San Diego, CA; 1988 – 1990 (Resource & Lecturer for Int’l. Bus. Services Org.).
  • Technical Tools, Los Altos, CA; 1994 (Client: technical software for commodity traders).
  • Teledyne Components, Mt. View, CA; 1989-90 (Client: combining above four Teledyne companies).
  • Teledyne Crystalonics, Woburn, MA; 1989-90 (Client: CMOS integrated arrays).
  • Teledyne Philbrick, Dedham, MA; 1989-90 (Client: integrated components).
  • Teledyne Semiconductor, Mt. View, CA; 1988-89 (Client: CMOS integrated circuits).
  • Teledyne TAC, Dedham, MA; 1989-90 (Client: Semiconductor Test Equipment).
  • The Old Line Life Insurance Company of America, Milwaukee, WI, 1976 – 1977 (Regional Sales Director in No. CA.)
  • Tomen Industries, Tokyo; 1989-91 (Customer of Teledyne: aka Toyo Industries = large Japanese trading company).
  • United Airlines, 2001 (Customer of Caxton: real-time flight deck data delivery).
  • US Air Force, Wright Patterson AFB, 2001 (Customer of Caxton: real-time flight deck data delivery).
  • US Navy; 1988-1990 (Customer of Teledyne: 13 products in 4 locations).
  • USLife Companies, NYC, Milwaukee, and Chicago; 1975 – 77 & 1994 – 1996. (Client: special projects).
  • Wells Fargo Gamefield, SF, CA; 1980-1988 (Client: sponsorship programs for outdoor fitness courses)
  • Westex Automotive Corp., Hayward, CA; 1991 (Client: Porsche, Audi, VW, national parts distributor).
  • Westinghouse; 1982 – 1990 (Customer of 3 clients: 15 various type products to 5 branches).