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I am looking for a cut sheet and picture for a lever lock electronic strike # ru-38015d6

Here is a link to download the cut sheet:

http://www.rutherfordcontrols.com/media/31396/zl38_r0711.pdf

you can also visit here for full product information: http://www.rutherfordcontrols.com/products/electric-locks/3-series/

Wall Mounted Workstations, A Growing Trend

As today’s businesses look for ways to increase work flow efficiency, implement higher security and optimize the use of workspace in fast paced environments, the demand for a variety of wall mounted work stations for offices, hospitals and medical clinics has grown to accommodate these needs. As conventional clinical and business workstations became cumbersome due to their larger size and minimal security, alternative solutions have become necessary in order to fulfill the needs that Customers are seeking.

Looking to feed this growing trend, many manufacturers of office furniture are designing wall mounted cabinets and work stations to offer an esthetically pleasing, unobtrusive look, while working with access control companies to provide the added security to protect confidential information, medication, and equipment from being stolen or tampered with.

In the past, companies had to rely on highly priced mobile and medical carts which were bulky and provided limited audit trail capabilities for monitoring, as a means to bring equipment and/or medication to meetings or to patients. Now, with the use of wall cabinets they can reclaim space and do so with a more cost effective solution. With wall mounted work stations and cabinets having the advantages of requiring limited space, remaining in a single location for employees to access, in addition to accommodating various 3rd party locking solutions for additional security, many companies are opting for these types of space saving products. With security, time and space being major factors for many businesses looking to protect products, information or medication, the demand for these products will continue to mount.

Have you been involved with these types of projects or ever asked to secure these small enclosures?

#Wall Mounted Work Stations #Hosptials #Medical Clinics #Workstations #locking Solutions

Things You Shouldn't Do When You Send an Email

Aug 2, 2011 by Wendy Weiss

n the maze of corporate America it can be difficult to get a decision-maker on the telephone so sometimes the best way to reach a prospect is via email. And, sometimes a gatekeeper or assistant will tell you that the best way to reach a particular prospect is by email. Email is a terrific prospecting tool.

There are, however, some things you should not do when you send an email to a prospect. And by the way, you should not make these mistakes in a phone call or in any type of communication you have with your prospect. Here is another sad example:

"I am doing some research on your company and am trying to determine if there would (or would not) be interest in a VoIP business phone system which would give your company more control, more features and help lower telecommunications costs by 50% to 70%.

"Could you please let me know who would be the best person to contact for this short discussion?

Thanks for your help."

Now, first, the name of our company is Weiss Communications. My name is Wendy Weiss. I am the face of the company, known as The Queen of Cold Calling™.

I find it to be hilarious that this prospector is contacting me almost as though he thinks I’m an employee and may or may not know with whom he should speak. How much research could he possibly have done?

Rule #1: Do some real research on your prospects before you speak with them or send them an email.Just saying that you’re "doing some research" will not be enough to fool them. They will know that you haven’t done any research at all.

He tells me that his "VoIP business phone system... would give your company more control, more features and help lower telecommunications costs by 50% to 70%."

This is a dangerous statement to make. His system may indeed lower some customers’ costs... however; he has no idea what we use here at Weiss Communications. We could already have a VoIP system.

Statements like, "we can save you..." or "we can help you..." are dangerous. You do not know what your prospect is currently doing or using. These kinds of statements create pushback. They essentially make the prospect wrong—that whatever that prospect is doing you could help them do it better even though they haven’t asked you for any help.

Rule #2: Speak historically. This prospector would be much better off saying:

"We have a track record of helping our customers’ lower telecommunications costs by 50% to 70%."

Then he would not be challenging his prospects, he’d simply be speaking about results the company has been able to gain for past customers. This statement would not create pushback and would certainly grab the attention of a prospect that is interested in lowering telecommunications costs.

This prospect did one thing right. He thanked me for my help.

Rule #3. Always be polite. Courtesy goes a long way in our difficult and stressed business world. Take the time to be polite to prospects, even ones that are not going to buy from you. You’ll be glad you did.

I’ve written this article about email but all of the rules above also apply to phone calls. When you are trying to initiate selling conversations with prospects, do your homework on the prospect or company that you’re calling, stay away from statements about how you’re going to help that particular prospect—instead speak historically, and always, always be polite. When you follow these rules you should see an increase in emails that get a response.

Source: EyeOnSales.com

#Cold Calling #Communication #Research #Prospects #email prospecting

Tracey Rutherford Retires

Effective Aug. 31, 2011 Rutherford Controls Int’l Corp. (RCI) established in 1923, providing the security, locksmith, architectural hardware and OEM markets with electrified locking solutions has announced the retirement of one of their owners, Tracey Rutherford, Director of Human Resources. Rutherford has experienced a lot of change over her 30-year career, as RCI has evolved from a small regional family business to the respected International designer and manufacturer they are today. In 1990 Tracey relocated to the U.S. in her role as Director of Operations and was actively involved in opening the Virginia Beach facility, where she continued to work and reside for 15 years. In 2005 she returned to Canada and eventually became the Director of Human Resources, where she successfully implemented HR strategies to improve employee engagement and organizational effectiveness. Rutherford says she looks forward to pursuing her passions; spending her time volunteering with local charities, playing more golf and travelling around the world. She will be missed both within the industry and at RCI, where she is appreciated for her dedication and contribution to the growth and success of the company over the past 30 years. Tracey can be reached before August 31, by calling RCI at 1-800-265-6630. Or, email her at:[email protected] Source: Tracey Rutherford Retires, July 12, 2011

#Rutherford Controls #Tracey Rutherford #Retires

How to Surround Yourself with People Better than Yourself

I'm Jason. I'm one of a growing number of people merging our personal and professional lives. Join the profersonal

It’s old wisdom: surround yourself with people better than yourself. But how? How do you know that the people you’re putting around you are actually better, and not just richer/smarter/better looking?

Let’s begin by acknowledging that I actually know how to do this. Here’s proof:

Joni Doolin, Jason Seiden, Amanda Hite, & Scott Stratten (Unmarketing)

Those three other people in the photo? ALL BETTER THAN ME. That there on the left is Joni Doolin, head of People Report and the brains behind Summer Camp. She threw an incredible conference that is the template of the conference I’d like to throw if I were half as good as she is at throwing them. To the right of me in the photo is Amanda Hite, head of Talent Revolution. Amanda is a leader, true change agent, spotter of great talent, uniter of teams, and doer of great things. She does more for her communities every month that I usually do in a year. Any thought I have, Amanda seems to have had it faster. And you can physically sense the universe’s energy radiating out from her when you sit with her. Finally, the guy in the hat is Scott Stratten, the UnMarketing guy. Sometimes I like to think I’m a good speaker. Then I see Scott and get reminded what good really is all about.

Now that you know I can do this, here’s my methodology so you can do this, too:

Let go of judgment. The first step in recognizing talent is recognizing talent! You can only do this if you are able to put aside your own issues and prejudices and see others for who they are. ie, if you’re starving, any chef is a 4 star chef. You’ve got to be able to compensate for your own “schtick” when assessing others.

Let go of ignorance. Sifting through the self-promoters to get to what’s real requires that you have some education about the world around you.

Let go of jealousy. If you’re jealous of what they’ve got, you’ll feel it, they’ll feel it, and badness will be inevitable.

Let go of need. Needing others is only fractionally better than being jealous of them. Needing people leads you to make demands. Which amps up the awkward and ends painfully.

Let go of labels. Strong people don’t need anyone to define a relationship with labels because they’re able to figure it out on their own. Trying to label a relationship can scare a strong person off. (Not comfortable with ambiguity? Keep that to yourself.)

Let go of doubt. Great people want people around them who are even better then themselves. If you don’t believe you belong, you don’t belong.

Let go of control. Great people will do things you don’t understand and can’t explain. Insisting on living in a world you fully understand will keep you from experiencing people who can open you up to new and bigger ideas. Great people approach their worlds with innocence, wonder, and curiosity.

Let go of you. Help the people around you shine brighter. The strong ones’ll keep you around and start feeding your gift back to you. (The weak ones will show their true colors by trying to take advantage or assuming malintent on your part—easy to deal with once you’re prepared for it.)

Let go of work/life distinctions. When the relationship comes first, it’s sometimes difficult to know if it’s going to grow into friendship, business, or both. Especially with great people who jump from idea to idea with ease, and make no distinction between a project that makes money and one done for fun. Be profersonal.

Let go of self-esteem. The thing about surrounding yourself with awesome is, you are always being challenged. It’s with love and support, but they’re challenges nonetheless, and you must win, without help, without cheating, without rationalizing. And when you don’t win, you must bounce back quickly and confidently because you don’t want to fail twice in a row.

Let go of ego. You love that local band? Accept that you’re just one small part of their success, and help them get big anyway. Make it your goal to enjoy next year’s conversation with that girl who claims she “discovered” the band on the radio “last month.”

Let go of negative. Awesome people fix things or laugh about them. They see no third option.

Let go of safe. Surrounding yourself with extraordinary people guarantees one thing: change. Scary, risky, life-altering change. No-more-comfort-zone change. For instance, if I were the worlds’ best matchmaker and we were hanging out, I could find you your true love. When I did, would you be ready? Great people requires us to abandon the safe harbor of our routines.

Did you get it yet? Greatness happens when you let go. It’s the ultimate “stone soup;” you bring only your true self and all the other ingredients you think you need actually are provided by others when the time comes. It takes an incredible amount of self-confidence and faith to play this game—but I never did say it was easy.

That’s my recipe. I hope you can make it work for you!

Read more from Jason's Blog

Cloud Computing for Integrators

Alex Grenda

Business Devemopment Manager

Rutherford Controls Int'l Corp.

The cloud, when I first heard this term during a conversation a few months back I was wondering to myself why are we talking about the weather? After listening and learning about the cloud, I realized the potential of how this can be used to implement technologies at a lower cost and provide faster implementation to customers who are having a hard time trying to allocate funds to security.

Most companies especially government are behind in technology and the benefit of cloud computing can offer an immediate way for them to become up to date. For the integrator it allows another revenue stream for RMR (Re-Occurring Monthly Revenue) providing their customers’ Software As a Service (SaaS). It also allows the integrator to offer more value solutions without major capital costs of equipment and software for their clients, making the cost more appealing and providing write offs for the monthly fees over amortized capital equipment costs.

Cloud Computing is hear and you should learn as much about it and how you can benefit from jumping on it. The weather is always nicer when viewing above the cloud.

Additional Reading:

- SP&T News

Remote Managed Access ready to take off

- Security Sales & Integration

Convergence Channel: ‘Cloudy’ With a Chance of RMR

- CyberSecurityNews.org

US CIO Unveils Government Shift to Cloud Computing

- US News & World

US Government Takes a Step Towards Cloud Computing

#Computing #Integrators #RMR #Cloud #SaaS

You Know Those Objections You're Trying to Overcome? Maybe They're Not Objections

An interesting perspective, those questions and statements by your prospect are not objections, they are trying to qualify you as much as you are trying to qualify them.

Source: EyesOnSales.com

June 16, 2011

by Paul McCord

Recently I wrote an article titled "How to Take the Sting Out of the Price Question Early in the Sale." In the course of the article I argued that it is natural for a prospect to ask about price--and often to do so too early in the sale, before the seller has had an opportunity to create real value for the prospect--because price is one of the factors prospects use as they seek to qualify the seller and the purchasing opportunity.

In response to that article I received numerous emails and comments from salespeople and sales leaders that had never thought about the idea that the prospect is qualifying them and their offering at the same time they are trying to qualify the prospect.

Yet the prospect's qualifying the seller and the seller's value/solution is the crux of the whole sales process.

We are all familiar with the concepts of qualifying the prospect, investigating needs, developing a solution and creating real value for the prospect, overcoming objections, and the other aspects of making a sale. All of these concepts are views of the sales process from the seller's perspective. These are the constructs that we as sellers tend to concentrate on.

We then view the prospect's questions as either worrisome objections that are nothing but a smokescreen or are out-n-out buying signals. For many of us, the questions and actions of the prospect are either those of an enemy or those of someone telling us they are ready to buy.

What if neither of those choices is true?

What if all of those questions and the statements by the prospect, instead of being obstacles to our sale or indications of their desire to consummate the purchase, are simply questions and statements to help them qualify us and our offering?

What if they are doing the same to us as we are doing to them?

If that is the case, then that means we're neither dealing with an enemy to be overcome nor are we dealing with someone asking us to close them. Instead we're dealing with a human being who wants to know whether or not we're trustworthy, whether or not our offering is appropriate for them, whether or not we're wasting their time.

In other words, they are in the process of qualifying us just as much as we're qualif

ying them. When we qualify a prospect we ask questions and probe to discover

who we're dealing with and what we might be able to do for them. When we're asking questions we're not trying to play the 'gotcha' game. Most of us aren't trying to trap them into a sale. We're honestly seeking information that allows us to know whether or not we are in front of a real prospect with a real need that we can help solve in a way that produces real value for them.

The prospect is going through the same process with us. Whether they are conscious of it or not, they're trying to determine whether or not we are someone they want to do business with and then, whether or not our product/servic

e/company presents any real solid worthwhile value for them.

The traditional terms sellers think in--overcoming objections, closing the sale, etc.--tend to set up an adversarial relationship where we are on the lookout for the dreaded objection and the opportunity to pounce with the closing question.

However, if we recognize that the sales process involves both parties qualifying one another and that the qualifying process involves the investigation and questioning of each party, we can relax and begin to address the prospect's questions for what they really are--a legitimate desire to find out who we are and whether or not we are someone they want to work with.

Go forth and qualify--and let yourself be qualified. It's a whole lot more fun to sell when you're working with a prospect to mutually qualify one another than it is to try to out fox and overcome an adversary.

SP&T News: RCI is going to market with a new solutions-based approach — can you explain what that is and how it affects your partners?

Lafrance: Our Engineered Solutions Services approach is just an evolution of our overall business philoso

phy to make things easy for our customers. It involves talking directly to our customers, the installer or the end user about their access control or electrified locking problems, and working with them to develop a solution that will meet their specific needs.

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