Industrial representatives are increasingly the front-line party in sales transactions, spending more time solving end-users' problems in their plants than ever before. They are charged with getting technical information and new-product profiles into the right hands. In many cases, the rep is the sole supplier contact in the field because manufacturers hire them in place of a field sales force, especially in poor economic times.

Besides "selling" themselves to suppliers and end users, reps must sell themselves to distributors. Each sells the distributor on his worthiness to be involved in the specification and testing of products, so that the rep relationship becomes as important to distributors as that of their relationship to suppliers.

For distributors, one issue comes up time and again when talking about independent reps: Are they trustworthy with information that can make or break an account?

Distributors expect independent representatives to: respect that the end user represents a proprietary account for sales purposes; resist taking on more product lines than they can comfortably and competently represent; be as completely knowledgeable about their represented products as possible; recognize that dependability and follow-up are critical to distributors, as they are to end users; and above all work in an ethically responsible manner, dealing discreetly with sensitive customer information.

Mike Baker is president of Franklin, Ind.-based Quality Mill Supply Co. He and his sales force deal with independent reps on a regular basis, in many product lines. Most lines handled by the reps in his area are secondary to his major product lines, but some are primary, Baker says.

Most importantly, reps must advance the cause of the distributor, which is end-user satisfaction, Baker says. Having a plan to work with distributors and end users to solve problems, and discussing fully the promotional aspects of products and services before meeting with an end user, will go a long way in establishing the trust necessary to conduct business, he says. Quality Mill's sales force works closely with several rep agencies who have proven time and again that they have the end user's and distributor's interests uppermost in their minds.

Of the 20 or so rep groups that Quality Mill works with, only four or five would be considered true partners and get the company's full attention, Baker says. They are well-established, regional businesses that have a long relationship with Quality Mill and have proven they understand this fragile relationship.

Reps often ask to come in to see managers at Baker's company about a promotion that requires he enter an order for stock. If and when he does, he may not see the rep again for a long time. That situation, as well as asking to discuss programs without a specific customer in mind, should be avoided, Baker says. Another big issue: selling competing lines to existing customers.

"The number one problem – the one that is guaranteed to get reps asked not to call us – is to go in with us on a product line, then go in later to the same customer with another distributor and a product line that directly competes," Baker says.

Distributors understand that the process cannot be perfectly cut and dried, he adds. There are some situations in which Baker and his sales force can't work out arrangements with a customer, for whatever reason. If the rep is forthcoming and explains he has products that fit the customers' needs, he hasn't broken any rules. He has communicated a concern and has the right to the business, Baker says.

"We realize that sometimes we can't support an alternative product when the customer asks us. As a distributor, we have stocking limitations," he says. "Sometimes, the customer insists on something we can't deliver. If the rep has talked it through with us, that's fine."

Susan Schmid sold cutting tools and abrasives for a number of years without involving independent representatives unless it was absolutely necessary. After a few bad experiences, Schmid, president of Hopkinton, Mass.-based Kenneth Crosby, Inc., generally did business with suppliers only.

"We rarely worked with reps, but just recently we started working with a few. The reps of the past? We would never bring them into an account," Schmid says.

Today, integrity and reliability are the hallmarks of any rep she works with. Those qualities are vital to the working relationship, and vital to keeping customers happy and coming back. They know their products and how to approach customers, and how to keep information confidential.

"Years ago, using reps meant taking risks without much benefit. We were more technically knowledgeable than they were. Working with them meant risking the loss of an account," Schmid says.

The basic tenets of working with Kenneth Crosby are: fast response time with accurate information, communicating about their role in the joint-account atmosphere, and integrity. Most of her sales begin at the machine spindle, so reps must be thoroughly knowledgeable about cutting tools, tool holders and abrasives, Schmid says.

Today, there are still good and bad firms in terms of reliability and trust, she adds. Like Baker, Schmid says first impressions are key. Some reps want her to buy now and sell later; some leave literature and aren't heard from again; some won't or can't commit to exclusive arrangements with particular end users.

The ones that she does work with are dedicated to customers and don't watch the clock.

"Obviously, hard work is a prerequisite [for working with us]. Any rep who is a 'nine-to-three' type won't be working with my guys," she says.

For Jon Eames, vice president and general manager of N.H. Bragg & Sons, a Bangor, Maine-based distributor, the best test of an independent rep firm comes at the beginning and the end of the sales cycle — preparation and follow-up. Reps who consistently offer a product only after thoroughly researching the customer's operations and the distributor's compatibility with the line, are more likely to be dependable and keep confidentialities that are critical to success.

"Most important is that the rep can bring his product knowledge to the end user in a fashion that adds value to the relationship," Eames says. " … An effective rep keeps everyone in the chain informed of what's been promised, what's needed, when it's needed and who's responsible."

Reps bring value by training distributor and end user personnel. They find ways to save end users money on products or services. They concentrate on the sale of products with one, and only one, distributor on a sales call. They also must be willing and able to help distributors return goods when necessary, Eames says.

Eames echoed Baker's words in describing an all-too-common scenario that happens during and after joint sales calls.

"The quickest way for a rep to end a relationship with a distributor is … to sell product line A, the distributor's line, but start talking about lines B & C, which are competitive," he says. "Or he goes in … with a competitor after business that you already have."

Before a sales call ends, reps who are thorough at preparation will always explain to the end user the next steps he will take to solve a problem, and summarize the call to that point. Then they follow-up, looking for an order if the call did not result in one, or finding another resolution.

Eames sees the job of the rep as being different from that of the distributor. While a distributor may have as many as 500 lines, reps should concentrate on a very few and become experts at selling them.

"It is unlikely they can do an important line justice if they have 20 lines they represent," Eames notes. "There is also a greater chance they represent competing lines on the calls they make with you."

Vincent Matteis is owner of Amval, Inc., a five-salesperson rep firm based in Lyndonville, Vt. He says Baker, Eames, and Schmid all make important points. A rep's top job, he adds, is to make money for the distributor, which is done by supplying the best information. Then, the rep must build the custo-mer/distributor relationship and help generate new business through education and expertise.

Most importantly, reps must realize that these two purposes depend upon each other: You can't make money for distributors without enhancing relationships every day.

"We have built 20- and 30-year relationships by tailoring what we do to distributors' needs," Matteis says. "All too often, a manufacturer comes up with a program they think is just great, but we know it won't work because distributors can't make a bad idea succeed."

If manufacturers are smart, they will work with everyone involved before they put a lot of time and energy into sales and marketing programs, he adds. Distributors are individuals just like end users, he says, and not all programs work for everyone. Amval deals with over 400 distributors in New York state and New England.

Dave Turpin, president of rep firm Turpin Sales & Marketing based in Northborough, Mass., has eight salespeople doing business with over 400 distributors. Turpin says he's well aware of the fears distributors have about product line competition. He estimates that 75 percent of his time is spent at end-user plants, up significantly from years past.

"The old selling style involved spending 40 percent of your time on closing the sale. Orders were all-important," Turpin says. "Today, at least 40 percent of my time is spent building trust – with customers, distributors and suppliers."

Distributors will welcome reps only if they get concrete value from that relationship through more sales, better profit and, most of all, reinforced relationships with end users, Turpin says.

"We know there are endless conversations about trusting reps," he says. "Whether or not we have an excellent product and can solve a problem, the transaction depends first on the level of trust we have with the distributor."