Starting at the branch
Consistency and puzzle-solving are roots of manufacturer-distributor success
By Tom Wojcik -- Industrial Distribution, 3/1/1998
The services manufacturers offer to distributor branches are vitally important and frequently define the overall relationship between them. Interaction at the branch level sets the tone for the relationship at the other levels of both companies.Knowing each branch and making a sustained effort to (1) be consistent, (2) communicate well, (3) work as a team, (4) act professionally and (5) offer commitment to success, can help foster the relationship and grow the overall business. Here are more details about these key areas.
* Be consistent dealing with all your branches. Manufacturers should be consistent in their philosophy, approach, services and contact with distributor branches. Each one should be supported in the same manner. If a manufacturer's rep favors one or more branches over the others, that only limits the potential opportunities for growth with a distributor. Consistency turns opportunities into successes.
* Communicate often and clearly. Most manufacturers realize that distributor branch personnel are a good source for market information. However, the manufacturer must reciprocate and be a good source too. Business openings, events, personnel changes, contract possibilities or regional and national developments of interest to the branch should be communicated by the manufacturer. Procrastinating or failing to prioritize branch communication exhibits a lack of interest in the distributor business.
Communicating expectations and working towards goals will also foster and grow the relationship. Both companies should achieve a common understanding of how they can support each other and grow their business by clearly communicating each's goals and objectives. Follow up is also important, as manufacturers should maintain communication until problems are solved, orders are placed and shipments delivered. Persistence leads to success.
* Work as a well-coordinated team. Although conflict is a common occurrence, the key to avoiding problems and achieving success as a team is to act in coordination. One way a manufacturer's rep may do this is to handle product problems quickly. Another is to provide services expected by the end user, without creating redundancy or conflict. If the manufacturer and distributor act as one in the eyes of the end user, they may create a positive impression of both companies and reap many rewards. If they act as enemies or without coordination, they can expect defeat.
* Act professionally and treat others with respect. Whether face to face, verbal or written, a manufacturer's professional conduct with branch personnel may define the relationship. The manufacturer's rep should balance what his or her company expects with whatever helps build a well-coordinated team. In essence, the rep must consider the interests of both manufacturer and distributor, and reflect that in dealing with branch personnel. In addition, the rep's efforts to manage, direct and influence the branch are critical to internal and external success. The "super boor'' who tries to control inside personnel is doomed to fail. However, the influential sales professional may mesh the features and benefits of products and services with the needs of the distributor to achieve mutual success. When internal conflict occurs at a branch the manufacturer must assume a managerial role and act as a listener and facilitator, not a participant.
* Be committed and show it. In any relationship there must be a commitment to success. Generating, maintaining and growing that commitment helps to improve business. Branch personnel can easily sense the level of dedication by the manufacturer and they will display their loyalty in response. Alternately, sparse effort will certainly result in a low level of business.
A manufacturer demonstrates commitment by responding to problems and establishing visibility with repeated branch contacts. Spending an appropriate amount of time and being productive during a sales call is a sure way to exhibit this. Of course, helping the branch secure business is the best way for all to win.
Acting consistently, responsively and professionally will help a manufacturer solve the relationship puzzle at the branch and make both partners successful.
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