Proof that there’s really wisdom in the words “Say what you mean and mean what you say,” came out of a candid meeting among independent reps and manufacturing executives.
A rep started the conversation by relating what happened after he responded to one of his principal’s requests. “The manufacturer asked for my honest feedback on the subject of his regional manager. What I had to offer wasn’t all that damaging to the regional manager, but there certainly were some areas where he could take steps to improve his relationships and performance with all his reps — not only us. In the course of reporting this to the manufacturer, I also mentioned a couple of problems we had been having with people at the factory.”
Before the week was out, here’s what happened, according to the rep. “I received phone calls not only from the regional manager, but also the two other people I had mentioned. The regional manager accused me of throwing him under the bus. The two factory people were equally upset and asked why was I talking about them behind their backs.
“The next time this or any other manufacturer asks for feedback, what do you think my response is going to be?”
This rep’s admonition to manufacturers was that if you want assistance or information and promise to keep it confidential, keep your word.
Appreciating Each Other’s Problems
A group of manufacturers — all with long track records of working well with reps — was asked if there’s anything they’ve come to appreciate when it comes to the challenges reps face on a regular basis. An unexpected, but reasonable response followed from one manufacturer. “I learned early in the game that there was no sense in the manufacturer complaining that the 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 poked holes in both points of view by having a rep council, and it’s something we’ve been doing for more than 20 years. 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. Our conversations have always been candid and forthright. When problems occur, we’ve faced them before, and chances are we’ve already got a solution available to draw upon.”
If You Can’t Trust Your Rep….
Back in the late 1950s there was a popular TV western entitled Maverick, starring James Garner. Among the many memorable episodes from the series was one entitled, “If You Can’t Trust Your Banker, Who Can You Trust?”
That title came to mind in the midst of a meeting of manufacturers and reps when the subject of communication came up. One manufacturer made the point that some of his reps weren’t 100 percent forthcoming when he asked for specific information concerning their customers. Another manufacturer responded: “In this day of the Internet and electronic communication, there are no secrets in our industry. That’s why we expect a thorough answer from our reps whenever there’s something we need to know.
“On the larger issue of a less-than-candid response to a request for information, I look at it this way — if a rep feels he can’t trust his principal, then he’s got the wrong principal. At the same time, if a manufacturer can’t trust his rep, it’s time to sever the relationship. It’s only by trusting and working with one another that we can grow together in profits.”
That sounds like a message worth spreading to others.
The Value of Working Together
Another manufacturer commenting on the issue of trust explained how he’s created an atmosphere of openness and trust with his reps. “When we have our national sales meetings, which are usually annual, I begin the meeting with a request of the reps. I ask them to let me know everything that’s happening in their territories and to describe how we, as a manufacturer, are meeting their needs. I’ve been surprised on occasion with some of the things they’ve told me, but I’ll be quick to admit that when they let me know something needs to be corrected, I can’t do it fast enough.”
While this approach may not work for everyone (read the item earlier in this column entitled “The Truth Can [Really] Hurt”), this manufacturer swears by his approach. “Whether it’s a new product launch or the feasibility of national marketing campaign, my reps have been great. They provide the kind of input we need to make all of our efforts worthwhile.”
Preparing for a Successful Product Launch
In a unique effort to pave the way toward smoother and more successful product launches, the National Electrical Manufacturers’ Representatives Association (NEMRA), Tarrytown, New York, worked closely with its NEMRA Manufacturers Group (NMG) earlier this year to develop Guidelines for Marketing Promotions and Product Launches.
The guidelines, which complement the association’s yearlong focus on eliminating waste from the channel, take aim at assisting manufacturers and representatives in their efforts to implement effective and productive marketing promotions and product launches. Included are recommended action steps that should be implemented to produce effective programs. The guidelines also include a checklist that will assist reps and their manufacturers as they monitor progress to keep their programs on track, on time and profitable. As important as anything else in the successful development of these guidelines is that their existence speaks volumes for what can happen when manufacturers and their reps dedicate themselves to working closely together to solve a mutual problem.
Typical of the information contained in the guidelines are suggestions related to:
- Materials and logistics.
- Targeting audiences.
- Timing and types of promotions that could prove effective.
- Budgets and support needed for a successful effort.
The guidelines were developed as a result of a joint effort by the NEMRA Board of Directors and the NEMRA Manufacturers Group (NMG) Executive Committee.
In an easy-to-read format, the guidelines spell out hoped-for objectives for marketing promotions and new product launches by emphasizing that “…objectives and goals of the promotions or product launch need to be measurable, realistic and achievable.”
Throughout the guidelines there is an emphasis on the importance of timing and communication. According to former NEMRA Chairman Jack Floyd, CPMR, One Source Associates, Inc., Columbia, Maryland, “Given the number of marketing programs/new product launches during the year, it’s not unheard of that there can be a level of ‘promotion fatigue’ at the rep level. The level of fatigue can be increased if the manufacturer, distributor and rep are not all on the same page. That’s why timing and communication are so important. The lack of either of these elements severely limits the chance for success. That’s why these guidelines are so important.”
Floyd added that it is his hope the guidelines will be carefully read and the action steps implemented by manufacturers and their reps. “First, I’d like to have the manufacturers carefully consider the points that are covered and not launch a marketing/product effort without considering the recommendations. On the rep’s part, I would hope reps would go over the guidelines with their manufacturers to ensure that both sides buy in to the effort.”
NEMRA President Henry Bergson echoed Floyd’s emphasis on the importance of timeliness and communication. “Every marketing/new product effort tends to be a multi-step process. If the product gets announced and the sales force isn’t prepared, however, the effort will fall flat. Likewise, if an advertisement appears in the trade press and customers ask for information or the actual product prior to its availability, no one benefits. That’s why it’s so important for manufacturers and their reps to work closely on these efforts.”
One manufacturer’s view of the guidelines was forthcoming from Bob Smith, vice president, sales & marketing, Pass & Seymour/Legrand, Syracuse, New York. Smith explained that his intention is to “circulate the guidelines internally, have them read and then have them considered when we come up with new plans. I think what the guidelines have done is to bring us into the reality of what other members of our channel are thinking and facing on a daily basis. There are a lot of times when we all get wrapped up in our own worlds. If you look at these guidelines, however, and then make an assessment of how your actions may impact your partners, then we can challenge each other to make our joint efforts more successful.”
Commenting on how the publication of the Guidelines for Marketing Promotions and Product Launches fit well with NEMRA’s ongoing effort to identify and eliminate waste from the channel, Brian Chase, CPMR, president of Lester Sales Co., Inc., Indianapolis, Indiana, noted, “The timing couldn’t have been any better. When all things are considered, it’s agreed that reps spend a lot of time trying to catch up with the pace of new promotions and new product introductions. If both sides — manufacturers and reps — read and then implement many of the suggestions contained in these guidelines, it’s simply another step in the right direction for eliminating waste from the channel.”
More detailed information concerning the guidelines may be found at www.nemra.org or by contacting NEMRA headquarters.
Making Websites More Useful
After asking for input from their reps on the subject of the usability of websites for reps and customers, a group of manufacturing executives put their heads together and came up with a list of the most common functions they felt they needed to perform. Included on that list were the following tasks that reps and customers should be able to perform:
- Check stock and pricing.
- Obtain quote information.
- Enter sales orders.
- Check delivery-tracking information.
- Obtain product information and spec sheets.
- Enter returned goods authorization.
- Request samples.
- Conduct product training.
