I am often asked for suggestions for getting manufacturers off on the right foot in sustaining a highly successful national rep network.

First, it’s critical that manufacturers enter into the independent rep relationship as a peer-to-peer business partnership. Sales management must be onboard with this form of a relationship and be skilled in managing it for what it is rather than try to mold it into something it could never be. The natural inclination is to want to control how reps spend their time. This is nothing more than a recipe for disaster; it is totally counterproductive and ends up missing the mark for getting maximum effectiveness out of a rep network.

It’s also really important to choose reps who are a great fit for your business needs AND are cooperative and collaborative—in other words, easy to work with. This is far more important than it may seem at first. Remember, you may have to work with these people every day. It is a lot easier to communicate about concerns and opportunities – even personal issues – with people who make your work and life easier—not harder. Also remember that these people are the face of your company now; they are the ones that are out in front of the customer day in and day out. Think about whom you want representing you!

Let me share with you the final key to dealing successfully with manufacturers’ reps. I think manufacturers need to have a better understanding of the day in the life of the rep and would be wise to make them understand what their day is like as well. Physically bringing the reps into the business and making them feel as though they are or will become an integral part of the company goes a long way towards getting the most out of this rep relationship. Manufacturers must understand that what reps do is not easy, even though sometimes it may appear that way. It has always been a challenging job and it has become harder and more expensive to function than ever before in history. And reps should also be well aware of the manufacturer’s challenges.

So I would say there are three keys to getting the manufacturer off on the right foot in using a contracted sales force. First, start the relationship as a peer-to-peer business relationship, rather than trying to subordinate the rep underneath a sales manager or the ownership. Secondly, when choosing a rep it really helps if you find someone who is both well-suited to your business needs and easy to work with. Finally, I thin there has to be a mutual understanding between the manufacturer and the rep and I think this mutual understanding will help them move forward in a successful manner. Merging those three elements is the key to working successfully with contracted sales forces.

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