Eye on Equipment
Working with Your Rep
By Susan P. Tarrant

What kind of relationship do you have with your frame reps? If you're like most optical professionals, you have formed a partnership of sorts with the rep--relying on him or her for information on fashion trends, pricing, and promotional strategies. He or she is interested in helping your business thrive, and calls on you frequently, updating your knowledge about the category and helping you analyze your board. Why can't you have the same kind of relationship with your edging/finishing equipment sales rep? You can, and you should.

Although the two categories are much different, and, therefore, some areas of the sales relationship will be different, many of the innate qualities are the same.

"Equipment should be more of a relationship, because the lump sum investment is more," says Susan Polson, director of sales and marketing for National Optronics.

While most of your dealings with a frame rep occur once you've got his frames on your board, the equipment sales rep does most of his/her work with you BEFORE you start using the equipment.

"On the frame side, the decision is not should I carry frames, but what kind," Polson says. "With equipment, the first major decision is should I edge at all? Part of the relationship is helping the retailer to make the right decision."

Because of that major decision, ECPs should expect a lot from their equipment sales rep, and should expect that rep to become a reliable resource in the edging/finishing decision-making process. "When you're buying pens and pencils, it's not really an impactful relationship. But buying an edging system is something with more more of an impact on your business," says Tim Aiken, vice president, sales and marketing for Briot-Weco USA. "Retailers should make sure it's the kind of service and partnership they want and need."

"As a rep, you need to be straight with the customer, and that includes answering the question, 'Do they have enough work to justify doing their own edging?'" Polson says.

The best relationships are anchored by a sense of partnership. "The best salespeople are consultative focused," Aiken says, and that includes honestly assessing the needs of the customer and working to solve his/her specific problems. Good salespeople don't presume a need, they learn about the customer's business and then work to find a solution that honestly meets those needs.

A good sales rep is honest, but Mark Kaplan, N.Y. metro territory manager for Santinelli International, adds that it's two-fold. "Honesty and communication between both parties are critical components to making a relationship work."

THE ROLES

If you're looking to form a business partnership, you need to realize that it goes both ways, with both parties participating.

"Make sure you allocate time to see the reps," says Aiken. "If you don't, you're missing out on an opportunity to not only learn about products, but about what's going on in the industry. A sales rep can give you insight into what's going on nationally, as well as in your local area."

When involved in discussions with the rep about the business' needs, it's imperative that you be forthcoming. "When they want to discuss putting in a lab, there's no need to be cagey about the details of your business," Polson says.

And, in order to present the best, most useful information to the sales rep, it's helpful to all parties to do your homework first. Do your own needs assessment before your discussion with your rep, determine and break down your lab bills--in short, have your current numbers ready as well as your goals.

Most importantly, don't be afraid to ask a lot of questions of your rep, about the full capabilities of the machine you're buying as well as other values or services the company offers, such as training and education.

So, if you're doing all this to keep up your end of the deal, what should you expect from a sales rep?

"A good sales rep is going to try to help the customer become successful, because if he grows your business, his will be successful," says Aiken.

As part of the sales process, some companies can lay out an expanse of services beyond the sale that can add value to the purchase--and add credibility to their bid to be a partner. Some of those services may include staff training, education, and assistance in lab layouts, according of Polson.

A good sales rep is also going to be willing to sit down and listen to concerns and questions. "The guys who are looking to make a quick buck are those who are doing most of the talking," Aiken, says. "The ones who are looking to form a partnership are the ones asking questions and want ing to hear about your business."

And lastly (but certainly not least), the best partner is also a knowledgeable one--meaning that he shouldn't be shy about strutting his technical knowledge about his product line. Santinelli's Kaplan points out: "It's important for the rep to be open about his knowledge. It's another way to earn his customer's trust and respect."