Gauging the Rep’s Activity

Over Lunch Following a MANA Seminar

After attending a MANA seminar, a manufacturer shared his insights during a lunch conversation. He explained, "I’m new to this business of using reps. When I took over the company 18 months ago, I realized from our financial figures that we couldn't continue using direct salespeople to support our manufacturing effort. Pointing to the bottom line helped overcome internal resistance. Since then, the company has exceeded its sales figures."

He was particularly interested in learning how other manufacturers manage their relationships with reps, including how they stay informed about reps' activities and determine their place on line cards. Despite being new to this, he learned from the seminar's round table sessions that monitoring the support reps require can be an effective strategy.

More Than Just a Toe in the Water

The manufacturer likened his commitment to using reps to a swimmer deciding to take the plunge, emphasizing the importance of full support for reps rather than a half-hearted approach.

Importance of Making the Right Choice

Choosing the right agencies is critical, as demonstrated by another manufacturer's experience. He highlighted the importance of selecting reps who not only understand the product line but also actively engage with potential customers and suggest beneficial modifications.

Maximizing the Synergistic Approach

While some manufacturers avoid the term "synergy," its concept remains crucial. One manufacturer explained that choosing reps who offer complementary products opens more doors and increases the chances of success.

Fulfilling the Reps’ Literature Needs

Addressing reps' needs for up-to-date product literature, one manufacturer has adopted a dual approach: providing printed materials in advance and offering online resources for download, ensuring reps have what they need for effective customer interactions.

Evaluating Is a Two-Way Street

A manufacturer discussed the importance of mutual evaluation between reps and their principals, emphasizing regular reviews to maintain high standards and make necessary adjustments.

Learning From Past Mistakes

A regional sales manager reflected on his previous company's failures in managing relationships with reps, noting the importance of involving reps in company operations, responding promptly to their needs, and respecting their customer relationships to avoid repeating past mistakes.