This month’s article is the fifth in a serialization of the author’s life and career as an independent manufacturers’ representative.

Reprinted with permission from The Reputable Rep, Success in Sales and Life, by Sig Schmalhofer.

Sales Preparation

Appointments

In this, the age of instant communication, appointments with customers and clients are critical. Surprise hit-and-run sales calls are rarely effective. The exceptions, of course, are drive-by stops delivering samples, literature, etc.

However, as discussed in the previous chapter, cold calls on a hunch, mining for business, should be in every reputable rep’s playbook.

Planning

I grew up in the business being taught, “Plan your work and work your plan.” It’s still relevant. Early in my career, after attending a seminar, I began using the Franklin Planner system. It’s still available and continues to be a great tool.

The key take-away is to have a system that works well for daily activities, long-term strategic planning, and foolproof follow-up. The particular system chosen is less important than the commitment to using it religiously.

When making a sales call, have specific goals for the outcome. Prepare mentally by rehearsing in your mind the exchange of ideas you are anticipating. Jason Day, the professional golfer, visualizes every shot before he swings.

Readiness is critical. I remember making a key call on a homebuilder from New Jersey who opened operations in my territory. I was an eager salesman working with Bill O’Neil, the national builder sales manager for Moen. We hustled from the airport to the office of Inco Homes in Upland. I had everything staged and ready. As I parked, my brain started racing.

Because I feared we would be late, I was in rush mode.

Bill stopped me. “Slow down young fellow, you only have one opportunity to make a first impression!” He then ran down a checklist of necessary items we would need for the sales call. Fortunately, I had all of them. When all was said and done, we weren’t late and our compelling presentation convinced the purchasing agent to specify our product.

The point, of course, was to be ready. Really ready! Customers make fun of me because I invariably have a “Sig List” which is no more than a list of items to be discussed, questions to ask, and points to make.

Another thing that makes me the target of ridicule is “Sig Time,” defined as arriving to an appointment well ahead of the appointed time. My rule of thumb is 15 minutes!

Because many things in our lives are not within our control, “Sig Time” creates a buffer that makes a prompt arrival more likely.

Preparation is essential. Because in business, surprises are usually bad, the reputable rep working with a factory manager needs to prepare them for possible questions or issues the customer may bring up. The reputable rep should give the factory manager insight into the thinking of the customer: likes, dislikes, or status of pertinent open items.

I remember talking to a distributor owner about scheduling a meeting with a factory national sales manager that the owner knew all too well. His comment to me, “I know I’m an important customer for your factory and that you are required to bring him in here to see me, but make sure he doesn’t say anything stupid!”

The reputable rep adeptly balances the personalities in the territory. Can he prevent a factory guy from saying something stupid?

Probably not, but good preparation will increase the likelihood of a productive sales call. In a scenario like this, it’s best to discuss a well-structured sales call that leaves little room for an off-the-cuff stupid statement.

Simple Marketing

Going to war in the industrial sales business need not be complicated. The reputable rep has a knack for simplifying the complex. In 1993, I became the independent rep for Bradford White, a virtual unknown brand in the West at that time. Working closely with the entire management team, but primarily with Carmen Catania, we established a plan to set up a network of distributors to cover the territory.

A map of Southern California stapled to a peg board was hung above the desk in my garage. Pins were placed on the locations of potential distributors and their branches. I kept adding pins until the entire market was covered. That became the target list. The plan was to sell Bradford White to those distributors; a simple plan that would need much more detail, but was the foundation of the product launch. Believe it or not, the crazy plan actually worked!

Sales Strategies

The “What-If” Game

Smart reps employ this strategy to move a conversation from nowhere to somewhere. Example: “What if I were able to provide you a product that has the features the market demands while at the same time putting you in a position to increase your margins?”

One of my favorite stories concerning the value of the “What-if” game follows:

A husband and wife are having a serious conversation.

Wifey: If I was to die, would you remarry?

Hubby: Well, you know I would be really upset, but I would hate living alone, so yes, I think in time, if you were to die, I would remarry.

Wifey: If I was to die and you remarried, would you let your new wife live in our house?

Hubby: Well, it’s a nice house. I’d hate to move. So, I suppose if you were to die that I’d let my new wife live in this house.

Wifey: If I was to die and you remarried and your new wife lived in our house, would you let her drive my car?

Hubby: Well, I suppose so.

Wifey: Would you let her use my golf clubs?

Hubby: Of course not! She’s left handed!

The moral of the story is you just never know what can be learned by playing the “What-if” game!

Creating Demand

Creating demand for a manufacturer’s product in the secondary market is the mission of every reputable rep. It’s the ground game that will dictate success or failure.

Early in my career, after investing substantial capital and floor space for my product, I was challenged by the owner of a major wholesaler. “This warehouse is not a museum! Your product better have buyers eager to buy! If not, our next conversation will be different!”

When seen in the market as a product influencer driving business, the reputable rep becomes a sales consultant.

“The unique aspect of a reputable rep and what makes them so successful is their ability to combine two critical factors to the end-user, the contractor. First, the relationship: Trust is a critical factor for a contractor. By choosing to install your products, he is taking on the liability associated with the product and the installation. The reputable rep has earned the contractor’s trust. Given the turnover involved in a direct sales organization, that trust is invaluable.“Secondly, the bundle: The reputable rep has a cohesive, complementary line card of offerings that create a bundled-solution, enabling the contractor to have a one-stop shop experience. One source for training, education, service, problem solving and warranty!” — Jeff Davis, VP Wholesale Sales, Reliance Worldwide

Two Halves Equal a Whole

Sometimes decision influencers are vague about their product preferences. They don’t want to wander to the edge of a limb all by themselves. In this case, the reputable rep can use the play I call, “Two Halves Equal a Whole.” Here’s how it works.

The rep has a meeting about a specific product with a sub-contractor. He asks the sub-contractor friend if he will use the product on a specific, upcoming job, provided the builder approves it. Not wanting to be difficult with a rep that can be counted on to help him out of jams, the sub-contractor, of course, agrees. That’s the first half of the whole. The rep then meets with the builder to discuss the benefits of having the rep’s product on the job. When the builder wavers, the rep mentions that the sub-contractor is on board.

Not wanting to have a conflict with the sub-contractor, the builder agrees to put the product on the job. That’s the second half of the whole. “Two Halves” just added up to a whole bunch of business! This strategy also works when a clever rep walks a job during construction to snoop out sales opportunities with labor-saving products he sells. The reputable rep takes pictures of the opportunities to save the contractor money. He then tracks down the plumber on the job to discuss the opportunity and get him on board. When he agrees, the rep has converted half of the whole. The second half occurs when the rep goes to the contractor’s home office to discuss the opportunity with the decision-makers. Armed with the photo and the endorsement from the plumber on the job, the second half of the whole is put into play and the sale is the logical result.

When “Two Halves Equal a Whole” is executed, the reputable rep has connected the dots to success.

The Hit and Run

In the wholesale distribution business, a hit and run occurs when a factory man, manufacturers’ rep, or wholesaler salesperson identifies a business opportunity, pounces on it, and closes the deal, by hook or by crook. Down the road when a problem arises, that salesperson does a Houdini vanishing act. Phone calls aren’t returned, e‑mails go unanswered, and texts are ignored. This is a bit of an exaggeration, but not as far-fetched as you might think. The reputable manufacturers’ representative understands that service and attention to issues are far more important than making the sale.

While managing the moving parts involved in securing a sale on a project, always remember that the order is the beginning of the process, not the end of it. When you strategically employ “Two Halves Equal a Whole,” make certain that your product for that job is delivered promptly, installed properly, and works as advertised! I’ve seen scores of hit-and-run people accidentally find our secret industry. Fortunately, they don’t last, but all too often they are replaced with other hit-and-run operators.

Story Time: Desert Horizons

Implemented the “Two Halves Equal a Whole” strategy on a huge country club project in Palm Desert in 1980. Yes, that was a long time ago, but the sales principle still applies today. The job was called Desert Horizons.

Bulldozers shaped the terrain for the enormous project. A construction trailer was placed on site. As a salesman for Moen, I trained myself to look for clouds of dust resulting from bulldozers grading lots for construction.

Invariably, the job superintendent would be found in the trailer. He would either take the time to talk about the project, or refer me to the home office. In this case “The Super” made sure I knew that he was the boss and whatever he said, went. I eagerly showed him the sample of Moen’s first-ever widespread faucet. Bill O’Neill, a Moen legend, one of my mentors and, at that time, the national builder sales manager, had taught me how to “pitch” this product. He described the faucet as if he was critiquing a Rembrandt at an art museum. “Marvel at the hint of the baroque and the touch of the rococo.”

As “The Super” and I stood outside on the trailer, bulldozers created a dust storm that blew dust into our eyes. It was August in the desert.

The sun pounded my body with the force of a sledgehammer, but I uttered not one complaint about the elements. Acting like a wimp in the construction business is another form of rep suicide. Sweat rolled off my head and into my eyes. I called an audible at the line of scrimmage. I scrapped the baroque and the rococo sales pitch and simply told “The Super” that he had an opportunity to be the first builder in the nation to feature Moen’s new faucet. Was he on board? He grumbled, “That spout looks like the head of a cobra snake.” I again ignored the baroque and rococo design points and simply replied, “Pretty cool, isn’t it?”

After shaking his head skeptically, he proudly told me that he had the power to make the decision, but that he wanted to make sure his plumbing contractor, Bob Ball, was on board. New products could be great, but they could also have an unforeseen installation problem.

I had “half of the whole.” I showed Bob Ball the widespread faucet. “The Super” reviewed the product from the top, down. Bob Ball reviewed it from the bottom, up. “As usual, Moen engineering is making the installation pretty easy for my guys. Tell “The Super” if he’s on board, I’m on board.” Mission accomplished! Two halves equaled a whole! The project, completed 35 years ago, still stands proudly at the corner of Highway 111 and Cook Street in Palm Desert. The order would be for 250 kitchen faucets, 500 tub shower valves and 1,000 widespread lavatory faucets.

I quietly celebrated! I would be the first salesman in the country to sell the widespread faucet that featured a touch of baroque and a hint of rococo.

The order was shipped through my distributor, Familian. The project started on schedule.

The faucets were installed easily; just as advertised. Now for the surprise! The home office builder marketing people walked through the model homes in utter dismay. “That… without question is the ugliest faucet we’ve ever seen!”

“The Super” called me in full panic mode. The handles were okay, but that cobra spout had to go! I called Moen’s home office in Elyria, Ohio. The only solution was to ship more conventional looking spouts from their Waltec division in Canada. They were air-freighted directly to my house.

As soon as the shipment arrived I opened the first box of spouts. They were cosmetically fine, but installation would be a huge problem! Because the threads on the spout shank had burrs, in order to accept the mounting nut, they would need to be scrubbed with a wire brush.

Ouch!

I spent the next two weeks on the job with a crew of plumbers in a scorching desert heatwave. We replaced the cobra spouts that featured the baroque and rococo and were a dream to install with conventionally designed spouts that were aesthetically acceptable to the builder, but were a nightmare for me, the “Super” and the plumber.

After the Desert Horizons job, “The Super,” thankfully, disappeared, but the plumber went on to do other projects in the desert, and all of them were Moen!

“The reputable rep is creative when their hands are tied by the manufacturer.” — Fred Laube, Director of Corporate Operations, Hirsch Pipe and Supply

The Right Fit

As a rep desperate to attract factories to my line card, I took on an unknown faucet line that was not an “A” or “B” line and had no stocking distributors. However, since I was a faucet guy, it was worth a try.

I focused on the positives: it was a good product, manufactured in the United States, and not sold at retail.

I set up a meeting with a large repair plumbing contractor who was purchasing Bradford White, a factory that operated with the same basic principles. My relationship with the buyer and owner of the repair company certainly helped.

In this scenario, Larry plays the part of the salesman and Enrique plays the part of the buyer. The conversation starts with pleasantries and a brief product review before escalating:

Larry: What faucets are you currently stocking on your trucks?

Enrique: We carry a variety of brands.

Larry: Why don’t you simplify matters by carrying one brand?

Enrique: Because of the bins in our trucks.

Larry: So you have chosen products that fit into your bins?

Enrique: Exactly!

Larry: No brand has a complete offering that fits into all your bins?

Enrique: Right again!

Larry: What if my line of faucets were offered to you in boxes that would fit your bins?

Enrique: Based on the samples I’m looking at, you’ve got the same problem.

Larry: Let me measure your bins, talk to the factory about providing boxes that fit your bins, and get back to you.

The moral of the story: The factory, although reluctantly, actually agreed to the request and a deal was made.

MANA welcomes your comments on this article. Write to us at [email protected].