Estimated reading time: 4 minutes

It’s Only Common Sense: What Would It Take for Reps to Come Back to PCBs?

Simply put, getting reps to sell PCBs is getting harder all the time. Too many have been burned, the competition is stiff, performance is not up to par, etc. There are a million reasons not to sell boards.

Don’t get me wrong; there are some happy reps out there. But, interestingly enough, the ones who are satisfied with their principals have been with them a long time and are still susceptible to changes "beyond their control." In other words, if a rep is happy with his principal, things could change, and for the worse. The company could be acquired, resulting in a change in sales force philosophy. They could also make a lot of money, which makes them susceptible when a new controller shows up looking to make their mark by pointing out all the money they can save the company by going direct with some of their large accounts.

Worst of all, though no fault of the rep, the company could make a series of bad management moves that drive it to bankruptcy and out of business, leaving the rep in the heartbreak hotel when it comes to thousands, if not hundreds of thousands, in unpaid commissions. Remember, reps have no security when it comes to outstanding debt. They are in a very difficult place in the eyes of the court.

Then, there are always the owners, many of whom have a natural predilection when it comes to hating reps. At no other time is the phrase, "What have you done for me today?" used more often than when an owner of a PCB shop is talking to a rep—especially when they are in the process of writing another large commission check for work they consider finished years ago!

So, where does that put those of us who are in the business of finding reps for PCB shops? Frankly, that end of that business is pretty good. We get two or three calls a week. Most of them go something like this: "I have reps all over the country and none of them are any good. I want to replace them with new ones who will actually do something." Or, "My reps used to be good, but now they just sit back and rest on their laurels, collecting commission checks for accounts they brought in years ago." Moreover, "My reps never bring me anything I can do. They don't seem to have any idea what our capabilities are."

Here is my point: Being a rep for a PCB shop is a precarious, nay, dangerous assignment. The role comes with little to no respect or regard. Although, as I said already, there are some great rep-principal partnerships, they are rare.

It is time we rethink the rep-principal relationship to make it more of an equal win-win partnership for both parties. How do we do this? Here are some ideas that I have seen work in the past:

• Treat one another as true partners: Bring the sales rep into your company. Share information with them and treat them an equal with respect. For the rep, develop a good understanding of what the company does best. Act as their advocate as well as the customer advocate. Don't just be a complainer, be a solutions provider. Help the company better service their customers. Understand the company’s challenges and be on the company's side at all times.
• Be intentional about the relationship: Both parties need to be all in, all the time. A weak commitment from either side of the will lead to a fragile relationship.
• Communicate, communicate, and communicate some more: Most relationships break down when people don't speak honestly with one another—especially when something is going wrong, or you reach hard times. Be open with each other.
• Develop a mutual territory plan together: Working as a team, develop a step-by-step strategic and tactical plan for the territory that you are both committed to following. Focus on key current customers as well as target customers. This is honestly the most powerful thing you can do together.

Now, here's one thing each of you should not do:

• Principal: Never forget that the rep is the one who brought you that huge account in the first place. Even three years later, when it seems that the account is running on automatic pilot, remember who brought you that account.
• Rep: Don't get involved with the running of the business. You have to trust your principal and believe that they know what they're doing. "Helpful suggestions," like putting more boards on a panel to lower the price or drilling higher stacks to save time, can be unhelpful and build hostility. Don't do it.

There are many more things you should be doing to create a great working partnership with one another, but the best advice is the simplest. Treat one another as you want to be treated.

It's only common sense.

Dan Beaulieu is president of D.B. Management Group.