Avoid planting and setting off landmines in the manufacturer-rep relationship.

The opportunities to plant landmines in your agency’s path are many and occur every day.

Trying to list many of these landmines results in a clear picture of how many there are and how many can really damage your business. Being aware of these landmines makes everyone in the rep firm a better rep and better partner for the principals you represent.

Communication Gaps

No regular program of communication to keep principals up to date and looking forward.

“We never hear from those guys in Ohio. Their business is not bad, but it would be nice to hear from them sometime.”

This is a landmine that is so easy to avoid, but if you let it get established you may find your agency on the outside looking in. It is so easy for a manufacturer to say “goodbye” to a rep firm that they have no relationship with and never hear from.

What is the answer? A disciplined, systematic communication approach that keeps everyone at the principal completely on top of all of the activity and issues in your territory.

It doesn’t matter how small the news, issue, or fact is, there is no reason not to let them be informed. The “mushroom theory” doesn’t work. Not communicating is a dangerous landmine that can really hurt you and your business. It is hard to imagine that there is a way to over communicate — the business is all about working together to build revenue and profit for the manufacturer and the rep.

Poorly Planned Field Visits

Field visits are not organized, not structured, no proper presentation.

Forget the cost in money. The key is the personal cost to the visitor from a manufacturer to a rep. The goal is to make it as positive as possible.

There may be real issues in the field, but there is no substitute for the rep firm not to be a “perfect host.”

Everything about the visit should be planned down to the finest detail.

Do you have a written itinerary/agenda for the visitor? Do you have a solid briefing planned for the visitor telling him or her all about the people you are going to see, the business you do with that firm, any issues that are in process with the customer? Adding all about the people inside and outside at the customer, and most important the focus of your visit and goals you hope to accomplish is the best briefing you can give.

Finally, how will the field visit be followed up — will you write a “trip report” and follow up with a number of phone calls to key people? It always pays to compliment the visitor for the help he or she gave to the rep firm.

No Agency Presentation

Failure to have a proper presentation of the agency to review with any visitors from a principal.

Do you have an up-to-date profile and line card? Are you prepared to review the agency with the visitor? Can you review the line card explaining what your other manufacturers do and how you work with them? What is the logic behind your product package? Can you intelligently discuss your customers and their involvement with this principal’s lines and their use of your other lines?

Taking a few minutes when the visitor first arrives to brief him or her on the agency, your personnel, your lines, your systems and general information about the agency is vital. The field visits are an opportunity to cement the rep firm’s relationship with the visitor and to send a very positive message back to the principal’s top management.

No Annual Visit With Major Principals

Failure to have at least one annual in-person visit with major principals at their place of business. Failure to elevate the relationship.

Going to the principal’s place of business and presenting an update on the rep firm’s operations and activities are vital. It is a pro-active part of the rep-principal relationship.

Taking the rep firm’s materials and presenting the “state of the territory” report in person once a year is an opportunity that should not be missed.

Not making a “factory visit” once a year to key principals is planting a land mine right in front of the rep firm. It is easy to avoid. Use the visit as a building block for a strong and enduring relationship.

Failure to Communicate With the Principal’s Team

Failure to keep key members of the principal’s team up to date and substantially involved in key customer relationships.

Yes, the customers are the rep firm’s customers, but they are also the manufacturer’s customers. It is important to create a working team among all of the factory people

The rep firm not only sells, it is meant to be a positive, professional liaison for the manufacturer. Rep firms give the manufacturer the up-close/personal touch needed to build solid relationships.

Working creatively with the factory personnel is a major part of the rep’s job from top to bottom in the rep firm.

Avoiding landmines is essential for rep success.

Good luck and good selling.

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