Business Is Personal

Eric Sandberg on Intentional Relationships, Customer Service, Leadership, and Keeping Manufacturing Human

Manufacturing has never had more technology. Automation, AI, ERP systems, online quoting, robotics, customer portals, and digital purchasing are making companies faster and more efficient.

As business becomes more automated, are we losing some of the relationships that made it valuable in the first place?

Eric's philosophy is simple: technology matters, efficiency matters, and good systems matter—but people still matter more.

Manufacturing Is Still a Relationship Business

We talk a lot about parts, steel, machines, tolerances, purchase orders, pricing, and lead times. But behind every order is a person trying to solve a problem. A customer may need material immediately because a project changed. A moldmaker may be trying to save a job that's already behind schedule. Someone may simply need an experienced person to answer a question quickly. That's why strong manufacturing relationships are built on more than price.

They're built on trust. Can I count on you? Will you tell me the truth? Will you answer when there's a problem? Will you help me find a solution? Those questions aren't answered by equipment lists or brochures. They're answered over time through consistent relationships.

Personal Service Doesn't Mean Avoiding Technology

Being relationship-driven doesn't mean being old-fashioned. Technology should help manufacturers become more consistent, accurate, and responsive.

National Tool is a good example. The company has invested in systems designed to improve estimating accuracy, quoting consistency, and overall efficiency. But the purpose of those systems shouldn't be to eliminate human interaction. It should be to make the interaction better.

Automate the repetitive work. Standardize what should be standardized. Then use the time you gain to better understand and serve the customer.

Intentional Business Requires Effort

The word intentional is important. Strong relationships don't happen accidentally. Customer loyalty doesn't happen accidentally. Company culture doesn't happen accidentally. Leaders have to decide what kind of company they want to build and reinforce it through everyday actions.

Sometimes that means something complicated. Other times, it's incredibly simple: Return the phone call. Answer the email. Visit the customer. Ask how the project turned out. Admit when you made a mistake. Introduce two people who could help each other. Ask someone how they're doing and actually listen.

Those small actions may not appear on a financial statement, but over time they can become some of the most valuable assets a company has.

Don't Let Customers Become Account Numbers

As companies grow, relationships naturally become harder to maintain. Systems get added. Departments get created. Customer numbers replace names. Automated emails replace conversations.

The systems aren't the problem. The problem is when we begin treating the system as if it is the relationship. A CRM can tell you when you last contacted a customer. An ERP system can tell you an order is late. AI can help draft an email. But none of those tools can replace the trust that comes from knowing the person on the other side of the transaction.

Technology should support relationships, not replace them.

Small Companies Can Compete Differently

Manufacturers often look at larger competitors and focus on what they don't have. More locations, equipment or employees. More purchasing power and capital. But smaller manufacturers often have advantages that large organizations struggle to reproduce: Speed. Flexibility. Access to decision-makers. Specialized knowledge. Personal accountability. And relationships.

A customer can call and talk directly with someone who understands the problem. A decision can happen quickly. An unusual request doesn't automatically get rejected because it doesn't fit a standard process.

Sometimes a smaller company's biggest advantage is simply that it can care more personally.

Your Employees Are the Customer Experience

Customer relationships aren't created only by owners and salespeople. They're shaped by everyone the customer interacts with.

The estimator.

Project manager.

Shipping department.

Accounting team.

The person answering the phone.

Every interaction tells the customer something about the company. That's why culture and customer service are connected. If leadership demonstrates responsiveness, honesty, and respect, employees see that. If leadership ignores customers until there's a problem, employees see that too. Culture isn't primarily what's written on a wall. It's what gets demonstrated repeatedly.

Relationships Matter Most When Something Goes Wrong

Anyone can provide great service when everything goes according to plan. The real test happens when a job is late, material doesn't arrive, something is wrong, or the customer is frustrated. Do you hide? Blame someone else? Send an email and hope it goes away? Or do you pick up the phone?

There is enormous power in saying: "We have a problem. Here's what happened, and here's what we're doing about it."

Customers don't always expect perfection. They do expect honesty. Sometimes a relationship becomes stronger after a problem because the customer discovers how the supplier behaves when things get difficult. That's the difference between being a vendor and becoming a partner.

Technology Should Give Us More Time to Be Human

AI and automation will continue changing manufacturing. And that's a good thing. There are repetitive tasks people shouldn't need to spend hours doing anymore. Let technology handle more data entry, reporting, scheduling, and administrative work.

But then ask: What are we doing with the time technology gives back?

We can spend it creating more reports and emails. Or we can use it for the things technology struggles to replace: Leadership. Mentoring. Creative problem solving. Listening. Developing employees. Talking with customers. Building trust.

The future of manufacturing doesn't have to be technology or people. The best companies will use both.

Relationships Are a Competitive Advantage

Manufacturers sometimes treat relationships as the "soft" side of business. Until a competitor quotes a little cheaper and the customer stays with you. Until someone gives you an opportunity because they trust your team. Until a supplier takes care of you during a shortage because you've taken care of them for years. Then relationships become very real.

When that happens everything becomes a little bit easier. Trust reduces friction. Communication reduces mistakes. Experience improves decisions. Relationships create loyalty. And loyalty has tremendous value.

Manufacturing Can Become More Digital Without Becoming Less Personal

There is no stopping the technology coming into manufacturing. Better software is good. Better automation is good. AI will create new capabilities. Customer portals and digital quoting will improve efficiency. But none of that changes a fundamental truth:

People still prefer doing business with people they trust.

Know your customer. Know your craft.

Do what you say. Answer the phone.

Be there when there's a problem.

Treat people well.

And don't become so efficient at processing transactions that you forget you're doing business with another human being. Maybe that's what it really means to do business personally and intentionally.

Not resisting technology. Not resisting growth. Not avoiding systems. But making a conscious decision that as the business becomes more automated, the relationships don't have to.