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It’s Only Common Sense: What Do Principals Want From Sales Reps?

If you have been following this column for the past few weeks, you know that we have been talking about the relationship (or lack thereof) between independent sales reps and their principals. Since I started this series, I have received many comments from readers enforcing the points I’ve made. Some of these comments come from the reps themselves who have found themselves facing the situations, challenges, and issues that I have described.

At the same time, I have heard from some of the principals—most of them politely reminding me that although what I have been saying in the defense of the reps has been true, that there is another side to this story and this relationship.

I have assured them all along that they will get their proverbial day in court. I told them that I knew they were right and there have been too many instances of reps not treating their principals right, and not doing their fair share in the relationship.

So, in this third part of my four-part series on the rep-principal partnership, I will highlight the principal’s point of view. I’ll point out what the companies want out of their relationships with their reps.

Principals have reminded me that, indeed, they do want a partnership with their reps and that, in fact, that relationship would be the best thing in the world. One principal (who was a little cantankerous) said, “I would be happy to treat my reps with respect, if they would act respectfully.” Ouch! Remember he said that, I didn’t.

Here are the four most important things that principals want from their reps:

1. They want the rep to spend to fully understand the products they are selling and then find a way for those products to get to the right companies. What often happens is that the reps, especially when they are starting out with a company, waste a lot of time bringing in quotes for the wrong products. Many times, they send in quotes just for the sake of sending in quotes rather than making sure they are quotes from the right customers who need the right technology PCBs—the technology that the principals specialize in building.
2. They want the rep to do some prospecting and lead generation. Principals are tired of reps who claim to be relationship managers rather than hunters looking for new prospects. The principals have entire teams of people they pay to manage and grow their customer relationships and orders. They need reps who are willing to go out and get new customers. After all, the position is called “sales reps” and sales means finding the right target companies, doing the hard work needed to turn those prospects into customers. In many cases, the principals will pay for marketing and lead generation programs as long as the reps work on converting the leads to sales.
3. They want sales reps who work in a professional and business-like manner. They do the right things to be sure their own “business” is successful. They do their own marketing—maybe even some advertising—or at the very least some inexpensive social media marketing. This also means the rep does not shy away from territory or account plans, or from forecasting. As a consultant who works with both principals and reps in setting up annual meetings and sales plans, I don’t always believe the reps when they say they’ve done forecasting. It comes down to professionalism. How can they run their own company if they have no idea who their customers are or how much business they can expect in the coming year? To successfully run a business, you have to know what you expect and how you expect to do it.
4. They want a good attitude from the reps. This is a tough one because I personally know many reps that have been kicked around for many years. I sympathize with them. It’s been tough, and many are wary and suspicious. It’s enough to take that positive outlook right out of you. Regardless, a successful rep must have a winning attitude—not only to survive but to thrive as well. No one wants to work with someone who is paranoid, suspicious, or defensive. When I surveyed principals, many said they had had enough of the excuses—why the reps couldn’t call on customers, why they couldn’t win the order, why they couldn’t get out and sell.

Nobody wants to hear that, and nobody wants to work with someone who acts that way. Successful reps have a forward-looking attitude. They find a way to win.

There you have it. I’ve covered the ins and outs of the rep-principal relationship partnership. To wrap it up next week, I’ll reveal what I believe are the answers to creating an ideal partnership. I bet you can’t wait.

It’s only common sense.

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