One manufacturer reported to us how he’s changed his view of the type of competitive information he likes to receive from his manufacturers’ reps.

“I’ve always depended upon my reps to let me know what’s going on in the field in terms of what my competitors are doing. Originally I tried to focus almost entirely on their weaknesses. That let me employ a philosophy of finding openings that would allow me a competitive advantage. While I still like to know what they’re doing wrong, I now ask my reps to concentrate on their strength. That allows me to strengthen my weaknesses, which is critical if I plan on being a major force in the market.”

He concluded by emphasizing how important his reps were in this effort. “I’ve always received the best and most reliable information on competitors from my reps. I recognize that they’re the selling professionals in the trenches. That’s their strength, while mine is obviously manufacturing. The reps have helped us considerably in so many ways other than just selling, and this is an example of what they do for us.”

Promoting Membership in More Than One Association

MANA has long advocated the benefits of manufacturers’ representatives belonging to more than one rep association. So too have the benefits of manufacturers following suit been demonstrated by a number of manufacturers that actively support and personally become involved in a variety of associations. According to one manufacturer, “More than one time we’ve seen the benefits of the synergies that have been created by us sitting on committees for more than one association. For instance, at the same time we hold a leadership position in a manufacturer’s committee with one rep association, we’re also providing input to a distributors’ association. There are so many shared concerns that our efforts are complementary and work to the benefit of all participants in the marketing channel. If anyone doubts what I’m saying, they should simply look over my shoulder and see how all the pieces fit together.”

Ask (Questions) and You Shall Receive

A manufacturer reports that his practice of surveying his agents twice a year has been the most dependable means for getting a fix on how his company is performing. “What I’ve done,” he says, “is to come up with a list of specific questions that deal in a detailed manner with the products, the market and how the competition is performing. I’ve found that our reps are very honest and candid in their responses. That was especially shown with the answers I received to one question that dealt specifically with what we could be doing better to help them help us. In response, our reps let us know everything from having to deal with competitors who aren’t honest when it comes to taking away business, to our own failings. As an example, we heard a lot about how our literature looked a little old-fashioned compared to the competition.” When all things are considered, he explained that this method was even more effective than asking marketing questions in person of the reps.

Timing Is Everything

Every manufacturer knows how important it is to issue periodic pats on the back to their sales staffs — whether a direct sales force or manufacturers’ reps. One manufacturer reports that the timing of complimentary phone calls is everything. Here’s what he’s done: “Because I’m in touch with them and they’re in touch with me with such regularity, I generally know when they’re going to be on the road or in the office. What I like to do is to leave a message on their voice mail so it’s there waiting for them at the end of the day. Most of my agents clear their voice mail at the end of the day. When they pick up their messages and hear me verbally patting them on the back, it’s a nice conclusion to a day whether they’ve had success or not. I always tell them it’s not necessary to call me back, but I just wanted them to know that I appreciate what they’ve accomplished.”

Reps as “Desert Rats”

When Ned Atkins referred to manufacturers’ representatives as “desert rats” during the AIM/R Annual Conference earlier this year, it was meant and received as a compliment. Atkins, the Keeney Manufacturing Company, Newington, Connecticut, was relating one of his childhood experiences when the term came up. “I was on day-long trip in Khartoum in Africa, when my father let us know the trip was to be cut short because our ‘desert rat’ (i.e., guide) had fallen ill. He went on to place that term on his reps when he said, “You’re our desert rats. We need you to find the ‘hot spots’ and opportunities, and we depend on you to steer us clear of trouble. When an opportunity develops, we don’t want you to run away, rather we want you to tell us what to do to take advantage of it.”

Finding — and Mastering — What’s Right for You

At the same meeting, marketing consultant Terry Brock brought attendees (including manufacturers) up to date with some of the latest in technological tools that can make communication between manufacturers and reps that much easier and more efficient. At one point in his presentation, Brock asked the group to consider for a moment how their manufacturers could better work with them. One suggestion from the group was, “Manufacturers ought to learn how to use the right technology. All the technology that’s available isn’t necessarily the right technology. Learn what’s right for you and master it. Remember the rep is the critical link for the manufacturer in the marketplace. Maximize the technological tools that will make their jobs easier.”

The Dreaded “Reply All” Key

Sometimes when something is mentioned, you don’t immediately realize how important it is. That’s exactly the case with advice offered at two rep conferences earlier this year.

The use of e-mail has progressed to the point where it’s just about impossible to conduct business without it. However, there’s one tab — “Reply All” — that manufacturers ought to be aware of. Both an attorney and a manufacturer emphasized the dire consequences that can befall someone who accidentally hits that tab.

The attorney was emphasizing how important it was to never commit anything to writing that would unfairly disparage another manufacturer’s products or any other individual, for that matter. He cited the example of one manufacturer that responded to a rep’s question by saying something that was untrue about a competitor. When the rep received the response he sent it on to others in his agency and eventually someone hit a “reply all” tab and the unfair/untrue statements wound up in the hands of the competitor.

The manufacturer was responding to a rep’s request to assist an end-user customer. The response was something like, “If he thinks we’re going to do that for him, he’s crazy.” Again, once the “reply all” tab was hit, the customer eventually found himself as the recipient of the message. He didn’t remain a customer for long.

Manufacturers Share Thoughts During Town Hall

A town hall meeting for principals during the course of a rep conference this spring encouraged candid comments concerning attitudes that manufacturers have toward their reps. Among the telling views that came out during the conversations were:

• Joint calls — Manufacturers were asked their views concerning the propriety of the rep conducting business for other manufacturers at the same time a joint call is being conducted. “We know what it’s like out in the field, and we know that the rep has other lines that he represents. Sure, we demand our fair share of time with him, but we have no problem with him getting other work done at the same time. There’s a bit of a bonus in this approach. It shows the customer that we’re aware of and actively support a synergistic approach to selling. On some occasions we’ve even taken this to the extreme of mentioning to the rep in front of the customer that one of his other lines might be perfect in certain scenarios. The look of approval on the face of the customer is priceless.”
• Vacation coverage — When the rep goes on vacation, there’s no one there to conduct his business for him. Here’s how one manufacturer addresses that situation. “Our reps have always done such a good job for us that when one of them tells us in advance that they’re going on vacation for a week or two, we’ll take steps to see to it that we cover the business for our company in his territory for as long as he’s gone. We’re well aware of the fact that unlike direct salespeople, the rep doesn’t get paid while he’s away. We hardly consider this unusual. They work so hard for us, that’s the least we can do.”
• Changes in reps — Principals were asked to describe the greatest changes that have occurred in reps in general over the course of the last 35 years. Tops on their list of changes was their willingness to accept and make use of a rapidly evolving technology and the raising of the bar of their professionalism.

“Reps’ use of the latest in technological tools has been a great help to us. Everything from PDAs to cell phones and Blackberries makes them immediately accessible to us. Added to that is the fact that customers can now expect an immediate response to their problems and questions. It’s just a better world for all of us.”

On their increased professionalism, one manufacturer offered, “While the proliferation of CPMRs is a large contributor in this area, there’s just an overall philosophy among reps that they’ve got to be the ‘best of the best’ if they’re going to compete today. The days of the rep working out of the back seat of his car are long gone.”