© mamahoohooba | stock.adobe.com

In the course of a conversation late this summer, a rep put forth his thoughts on the type of relationship he looks for with his principals.

“I’ve been in this business for more than 30 years and my agency has been in business a little over 50 years. During that period of time, I’ve learned to truly value working with new companies that have a continual supply of new and innovative products. On top of that, I’ve learned that any time I am able to locate a manufacturer that appreciates the synergy that exists between their products and all the other ones that I already represent, I’m appreciative. On the other hand, I do get a bit nervous when a manufacturer speaks to me as if I don’t know the business that I’ve toiled so diligently in for so many years. What I do appreciate is when the manufacturer offers me the freedom to act more like a ‘regional sales manager’ for them than just a salesperson for the territory that I’m assigned to.”

Change Isn’t Always a Positive

While change is inevitable, it’s not always desired. That was the message one rep offered about his relations with his principals. According to the rep, “There’s nothing I like better than to work with a manufacturer whose inside support staff can boast of long track records. Not only does the length of service make me feel secure that the people who provide my support are going to be there for the long haul, it also lets me know that the manufacturer is completely serious about his relationships with reps. There’s nothing worse than constant change. That makes me feel as if the manufacturer is always starting over. If the manufacturer employs a philosophy of stability with his own personnel that lets me know he’ll probably operate in a similar fashion with his reps.”

Learning What Reps Are Facing

The sales manager for a manufacturing company let us know that a subject that has always interested him is how people spend their business days. He explained that there are plenty of TV shows and books that describe a day in a life of just about anyone. He continued that he’s taken his interest in how people spend their time to a different level whenever he works with reps. “Whenever we sign a new rep I make every effort to learn early on what they’re faced with. Naturally, I’m primarily interested in their customers and the relationships that they’ve built with them, but more to the point, I really like to learn what makes them tick and causes them difficulties.”

He continued that to follow his interest, he’s put in place some practices of his own that he believes can make the rep’s life a bit more rewarding:

• Information — “If there’s anything more valuable than a constant flow of information, I don’t know what it is. Our practice has been that if we do everything we can to maintain a presence in front of the rep, there’s a good chance we’re going to be among the first of his lines that he presents to his customers.”
• Support — “Failure is the ultimate outcome if we fail to provide our reps with all the support that they need. It’s for that very reason that we’re firm believers in going overboard to make sure our reps are provided with a wealth of products, samples, ad reprints and direct and immediate support from the plant. Our reps regularly let us know that we’re among their top lines when it comes to the backing they needs in front of their customers.”
• Planning — “How many times have new product introductions failed because the rep obviously has no interest or enthusiasm for the effort? That’s the primary reason why whenever we come up with something innovative, we’re sure to present it to the rep in the most interesting, up-to-date fashion. Whether it’s an online presentation. PowerPoint, or a hands-on demonstration, we make every effort to quickly gain the rep’s interest and motivate him to introduce it to customers.”

Getting Personal

As a follow-up to the previous item, another manufacturer let us know how important it was for him to learn all he could about his reps — including personal information. “By delving into their personal lives — without being intrusive — I’ve found that it really enhances the relationship when you take an interest in your reps, their staff, business and even their families. The exchange of personal information really firms up the relationship and lets the rep know that we truly care about them and they can always depend upon us.”

He continued that by following that course, “Reps tend to be free to let you know what their future plans for the business are. That’s especially important when a rep may be planning to retire or leave the business. I’d maintain that principals have an obligation to be proactive in this area when it comes to learning about the rep’s future plans. This isn’t quite as difficult as it may sound and actually can be accomplished in a relatively unobtrusive manner. Just let the rep know that you care about what he’s doing. I’ve always made it a habit to ask my reps to share their annual business plan as well as any retirement or other plans that could conceivably affect the agency. I’d recommend that other principals try this approach — they might be surprised to learn how forthcoming reps will be.”

Hearing + Listening = Success

When he was asked what was one of the attributes he looks for in his reps, a manufacturer offered, “I like reps who not only hear what I say but show by their actions that they listen to what I’ve said.” He wasn’t done yet on this subject, “After years of working extensively with reps, I can spot the rep’s ability to listen the first time I meet him. Instead of telling me all about himself and his agency, the rep who listens asks me about my company and what our needs are when it comes to sales and marketing. Some of the more accomplished reps that I’ve met are those who say the least initially. They ask a lot of questions and then they sit back and listen. Once they find out all they need to know about me, then they offer solutions to my problems. It’s not until we’re about three-quarters of the way through an interview that they begin to let me know about all their agency’s marketing and selling skills.

“It’s funny, but when I travel in the field with these reps, they usually exhibit the same skills in front of the customer. It’s not all about them, it’s about the customer and meeting the customer’s — not to mention my — needs.”

Council Results in Appreciation for Mutual Concerns

When a group of seven manufacturers — each of whom had lengthy track records working with reps — was asked if there’s anything in particular that they’ve come to appreciate when it comes to the challenges that their reps face on a regular basis, one manufacturer quickly responded, “There’s one thing I’ve learned from the beginning of working with reps and it’s that there’s no sense in the manufacturer complaining that his rep doesn’t appreciate his problems. At the same time, the rep has no right to complain about the manufacturer not knowing what he faces on a daily basis.

“We’ve deflated both points of view through the regular use of our rep council. Since we meet regularly and exchange problems, solutions to problems, complaints and other matters, I’m safe in saying there’s nothing we don’t know about each other. All of our conversations have always been candid and open. When problems occur, there’s nothing new and chances are we’ve already come up with a solution that’s available to draw upon.”

Getting the Maximum From Websites

The Internet and accompanying websites have been with us long enough that they’re staples in how principals and reps communicate with and complement each other. However, following a national sales meeting, one manufacturer asked its reps for some input on how to maximize the efficiency of its website. While there were no surprises in the responses, what the reps offered bears repeating here. Efficient websites should allow reps and customers to:

• Obtain product information and spec sheets.
• Enter returned goods authorization.
• Request samples.
• Conduct product training.
• Check stock and pricing.
• Obtain quote information.
• Enter sales orders.
• Check delivery tracking information.

A Satisfactory Choice

Here’s how one satisfied manufacturer described his experience in signing on a new rep: “We went through a long and what I’d call comprehensive rep-search process to ensure we had the best chance of making the right choice. The agency we ultimately signed with impressed us with their enthusiasm, professionalism, and their desire to have quality personnel in place to market and sell top lines. We looked at it this way: if they were going after the top lines and getting them, we’d be in pretty good company if we went to market with them. We did just that, and although it’s only been a short time, to say we’re satisfied thus far is an understatement.”

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