If there’ s been a constant challenge in making adjustments when it comes to staying in touch with customers, gaining the attention of principals over the years has been a similar concern.“ One thing that I’ ve found valuable when it comes to working with manufacturers has been to make an effort to locate principals who have actually been in sales themselves. There’ s any number of manufacturers that don’ t really know what it takes to get a sale. The most successful manufacturer salespeople are those that have actually operated their own agencies or been in sales for most of their professional lives. Here’ s why: when I was in operations and working with reps, I always asked reps what they actually did for a living— how they spent their day; what did they have to do to meet with customers and make a sale? I believe that in this day and age, it’ s important for manufacturers to make every effort to know exactly what it takes to run an agency.”
MANA’ s Contributions
For her part, Wilson explains that when it comes to educating principals as to what a rep does,“ I’ ve spoken to them about MANA. I’ ve urged them to attend MANA manufacturer seminars, go to the MANA website and read Agency Sales, all in an effort to learn what it takes to work successfully with reps.”
If what she’ s already mentioned aren’ t concerns that weigh heavy on the minds of her and other reps, Wilson went on to mention a couple of things that serve to keep her up at night:
Lisa Wilson, L. S Wilson, meets with Adela Ortega, president of the Chicago Rail Mechanical Association( CRMA) and Professional Locomotive Services( PLS).
Unsettled nature of the business—“ I guess you have to accept the fact that by its very nature being a rep is being in a business that is always unsettled. You never know what’ s going to happen in the future or how it’ s going to affect you. Having said that, perhaps that’ s one of the things that keeps you motivated as a rep. To combat that, I’ ve always made it a point to stay in close touch with my principals to let them know what I’ m doing for them and the customer.” Pioneering work— When it comes to dealing with principals who expect the rep to work in a territory where there are no existing customers, Wilson explains,“ Basically what my approach has always been is to explain to them that if there are no customers and naturally no existing commissions, then it’ s going to take a year and sometimes two years to develop business for them. If you’ re not willing to pay me up front( some sort of shared territorial development fee), then I need payment on the back end. That’ s why I’ ll negotiate for life-ofpart or life-of-project. My approach in speaking to them is the fact that I’ ve got to put gas in my car, pay for a cell phone and land line, and cover other expenses.” She adds that in return for a retainer or shared territorial development fee,“ I’ ll call on 15-20 new customers, service existing customers and keep them informed about what’ s happening in the territory.” Even