REP RELATIONSHIPS

When manufacturers appoint new manufacturers' representatives to handle their field sales in a given territory, is the new relationship a honeymoon? Or a shakedown cruise?

It can go either way, according to the Better Repping Survey Report. Publisher Jack Berman reports that his recent research among both manufacturers and manufacturers' representatives confirmed the empirical evidence he had gathered during his decades on both sides of the desk. And the key word is Caring.

The good signs that the relationship is going to work start with good communications - and that's from the perspective of sales managers as well as of reps. Sales managers get the "warm fuzzies" if the rep makes a lot of requests, especially if they're coupled with quick and intelligent responses to the questions going in the opposite direction. The third most frequent observation on the part of manufacturers dealt with rapport, and the expectation that the rep try to relate to his team-mates at the factory just as he would with an important new customer. An important observation on the part of reps deals with the importance of having all levels of personnel at the factory understand the rep function, and the role of the rep in moving the company forward.

Productivity and attention to detail are other hot button issues for manufacturers as they evaluate new relationships. They look for new orders and solid opportunities; they are especially pleased when the new rep gets in on new projects before the competition has wind of them. Other key words that emerge from the manufacturers' survey responses are in effect restatements of the prior points: empathy, urgency, feedback.

Reps too look for empathy, urgency and feedback, including a sense of urgency about paying commissions on time. They want prompt and thorough product training. They appreciate manufacturers who operate effective rep councils. Interestingly, they point out as a very good indicator that the relationship is going to work that the principal's own people love them! Good leads and good support are also frequently mentioned attributes.

Berman makes one interpretation of the survey results from "reading between the lines." That is that the top people, who make the decision to "marry" the two companies, are seldom the ones that cause the problems that make relationships deteriorate. His response to that is training, training, and more training. Too often product training is the beginning and the end; and sometimes even that is omitted.

For more information, contact Jack Berman, Berman Publications, 11718 Barrington Court #341, Los Angeles, CA 90049 310-472-4039, FAX 310-472-4839, E-mail: bermanpub @att.net.