The New Salesman: The Joint Call
The Joint Call – A
powerful tool for the Sales Repertoire
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| Don't underestimate the power of a Joint Call |
There are few things in the world of distributor sales that
pack the explosively powerful impact of a joint call. These come in several flavors: calls with
Specialists, Sales Managers, fellow salespeople, and with a person from a key
manufacturer. We’ll address joint calls
with the distributor’s internal folks later.
But for now, let hit on calls with a manufacturer.
Strangely, this powerful tool has been undocumented,
improperly benchmarked and ignored by many sales managers. Whether they take it for granted or simply
assume everyone knows how to drive the process forward, there is precious
little outlining the best way to make one of these things happen. While the old saying reads, “S… happens”, we
don’t believe good stuff happens by miraculous accident.
It’s gigantic mistake to leave joint calls to happenstance
because the joint call fills two very important needs in the
distributor-manufacturer selling relationship.
First, a well done joint call serves as a training platform
for advanced solution selling (and everybody wants to be a solution provider
these days). Instead of devising a
nebulous conference room discussion, the joint call allows the manufacturer’s
expert salesperson to demonstrate how problems are discovered and solutions are
proposed - firsthand. When several joint
calls are conducted on the same day, it provides the manufacturer sales rep to
literally “hand off” portions of the presentation as the day progresses. This practice builds confidence and creates
numerous coaching opportunities.
Secondly, and also of great importance, joint calls cement
the relationship between the distributor and supplier. Instead of working in adversarial (“cross
purpose”) relationship, the two salespeople work together to address central
customer issues. A message is sent to
the customer enhancing the value of the distributor and reinforcing the
distributor’s role in assisting the customer in applying the manufacturer’s
product. Simply stated-it’s a win-win
for everyone.
When joint calls are improperly handled, they create a chasm
between the distributor and supply partners.
What’s worse poorly planned and terribly executed joint calls send a
terrible message to the customer. Let’s
explore a few of the trouble spots.
Distributor salespeople create issues with their supply
partners doing a poor job of scheduling joint calls. When the costly sales resources of two
companies come together, a well-defined set of appointments is a must. Failure to use appointments wastes time,
costs money and reflects poorly on the distributor organization. Unfortunately, many times joint calls turn in
to “ride-a-rounds” where the only connection is the use of a common car. In the old days, the salespeople got to know
one another. These days, one guy drives
while the other does email on their I-pad.
Joint calls should be/must be based on solid appointments and defined
plans.
On the topic of planning, a plan should exist for the
sample/demos used, the proper product literature carried, and other collateral
required. Furthermore, the call plan
call should have an objective, which includes customer needs, the contact
approached and the customer reaction. It
makes no sense to lay down a plan without a joint understanding of the
customer’s environment and operating conditions.
Laying out a clear objective of the call is a must. For example, if the objective is to move the
distributor’s position forward a small notch, it should be spelled out. If the objective is to convince the customer
to add you and your product to their specification list, that should be
defined, too.
Sometimes, the objective might be to simply show the
customer you are the authorized distributor for a specific product. If this is the case, careful communications
with the supply partner’s salesperson must be made ahead of time. This is sometimes identified as a problem
spot because manufacturers often have multiple distributors. It does them no good to make a call with you
if they already enjoy the business through your competitor.
This this way: If the call has no real benefit for the
manufacturer’s guy, the story won’t have a happy ending. Whether you are a nice guy or not, both sales
teams are charged with growing their business and making money – it has to be
win-win. Or everyone loses.
But, wait there’s more. My
favorite line from late, great, TV pitchman Billy May. If you take a vendor
salesperson on a joint call, you have just reduced the chances of them visiting
the account with that competitive sales guy down the street. When properly framed, you now own exclusive
rights to the account (at least for a while).
Sorry for the interruption, now back to the message already in
progress….
Rules of engagement are important. Ask who does the talking, how are
introductions made and what logistical details may be important? If a quotation is to be made customer based on
the sales call, a timeframe should be set.
Commitments to the customer must be well documented and understood by
both sellers. For example, if the
manufacturer’s salesperson makes a commitment for returning some technical
information to the customer in the next week, that timeframe reflects on
distributor and manufacturer alike.
Discuss these points before and after the sales call.
Trust is one of the unspoken issues with manufacturer’s
sales agency reps. I am not reflecting
on any one company, just summing up the anecdotal stories from the past three
decades.
Sometimes the rep agency has product lines outside the
offerings of the distributor. When this
situation exists, create a “gentleman’s agreement” well ahead of the sales
call.
For manufacturer’s reps, returning to the customer a few
days after the sales call with an offering competitive to the distributor is a
good way of blackballing yourself from future distributor customer
activities. (Mr. Rep Salesman, if you
have been accidental offender, apologize soon. If you are a habitual offender,
be glad dueling is outlawed in all 50 states.
Otherwise some distributor would have already thrown down the gantlet of
honor.) Manufactures be sensitive to
this issue and deliver a solid message to your rep as to the consequences of
breaking this type of trust spill over to you as well.
So how do we fix these areas of concern? I believe forward communication does much for
establishing solid and high quality joint calls. I recommend distributors establish a joint
call policy for their supply partners.
Conversely, distributors must hold their sales teams accountable for
making a measurable quantity of joint calls with prescribed supply partners
each month. In addition, the quality of
those calls should be measured and tested – with both the distributor and
manufacturer’s seller.
A final word for sales managers
Returning to our very first though, joint calls are
dynamite; applied properly they move mountains.
But, if mishandled, they can blow up in your face. Sales people aren’t born, they are
created. They must be taught to make the
right kind of joint calls.Distributor Planning Made Easy. Check out our Distributors Annual Planning Workbook:
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