Lose the Order? Or Lose the Customer? A Marketing Moment By Desiree Grace For many salespeople, the knee‑jerk reaction is to tell the customer what they want to hear and figure out the rest later. That’s a BIG mistake. You may win the order, but what you lose is far more valuable: trust. Let’s get real. Lead times and supply chain snarls are still the norm. Every contractor, distributor, and panel shop is supporting a data center project with the patience of a toddler. The idea that you can “figure it out later” is wishful thinking. You may not be able to move mountains internally. And when you overpromise, you don’t just lose credibility with the customer. You lose it with your own team.  Your colleagues start wondering what else you’re not telling them. We all HATE losing orders. We wouldn’t be in this business if we weren’t competitive, driven sales professionals. But the worst outcome isn’t losing the order. It’s losing the customer.  Anyone who has spent more th...

A note from River Heights Consulting: Frank is somewhere warm with a drink in hand, pretending not to check email. While he’s off the grid, he’s handing the mic to our friend and industry colleague, Chuck Kitchen, for a sharp look at the Mutual 3 Cs. Beyond the Model: The Mutual 3 Cs of Channel Performance Editor’s Note: This article explores the “Mutual 3 Cs” framework, a practical approach to aligning manufacturers, independent representatives, and distributors. By moving beyond one-sided expectations toward a shared commercial reality, channel relationships can operate with greater consistency, clearer coordination, and stronger long-term stability. In a recent article by Desiree Grace , Choosing the Right Sales Model , she outlines key considerations in selecting between direct, rep, and hybrid sales organizations. Once that decision is made, manufacturers must focus on how effectively the chosen structure performs in the market, particularly when independent representatives a...

Against the Grain: How Guinness Wins in a Declining Market By Desiree Grace If you’re still recovering from St. Patrick’s Day or catching your breath after your March Madness bracket busted, it’s the perfect moment to appreciate a bit of irony. After the Super Bowl, St. Patrick’s Day, and the biggest tip-off of the year, overall beer consumption in the U.S. continues to decline. But not all beer. Guinness is growing, up roughly 14% in some markets, and in some areas...demand has even outpaced supply. Not bad for a beer that’s been around since 1759. In a shrinking category, Guinness is going against the grain. Why? Most explanations stop at surface-level observations: lower alcohol content, strong branding, social media buzz. All true. But they miss the deeper point. Guinness hasn’t just sold more beer. It has turned a commodity product into a controlled, shareable experience. That distinction matters. Guinness Isn’t Just Selling Beer, It’s Selling the Pour Yes, younger consumers, esp...

Recruiting Is a Contact Sport By Desiree Grace You think boxing is tough? Wrestling? Try recruiting in today’s labor market. Recruiting in a tight labor market is tough. Recruiting for an industry that flies under the radar is tougher. When you work in the B2B space, you need to be a tough, creative recruiter. Don’t try to snag another company’s A player and spend big bucks. Instead, investigate the worlds of retail and hospitality. Why? Retail and hospitality professionals already do the hardest part of customer-facing work. People in hospitality and retail have the skills you need: interpersonal skills, the ability to stay calm under pressure, and adaptability. Interpersonal skills: They know how to look people in the eye. They can quickly assess mood and personality. They can smile, be friendly, and lift the customer’s mood. This matters. Stay calm: When people have experienced the worst, such as being stuck in a snowstorm and missing their meeting or vacation, they ...

Choosing the Right Sales Model: Direct, Rep Agent, or Hybrid By Desiree Grace Years ago, American music icon Willie Nelson said, “Indecision may or may not be our biggest problem.” Let’s spend a few minutes addressing the issue of selecting the right sales model. Direct? Rep agent? Both? Decisions, decisions. It’s an important choice. How you structure your sales coverage affects market reach, cost of sales, and long‑term growth. Many companies underestimate how much this decision shapes their long‑term sales performance. Should your sales strategy rely on a company‑employed direct sales force, or should you hire a commission‑based rep agent? While there is no black‑and‑white answer, both options have strengths and trade‑offs depending on your market, product complexity, and growth strategy. Let’s start with the direct model. When you are the sole employer, you are the focus of the salesperson’s time and effort. They are not distracted by other product lines. Their mission, e...

The Five North Stars of Value‑Driven Selling In a previous article, I argued that the biggest barrier to value‑driven selling isn’t compensation or field capability. It’s a leadership mindset. Let's be real, you can’t train your way out of a leadership problem. Many distributor leaders say they want value‑driven selling, yet they continue rewarding behavior rooted in reactionary, relationship‑based selling. They ask for new outcomes while protecting the old model. Let's face it, it's hard to move forward when your incentives are stuck in the Clinton era.  Back in the prehistoric days of the 1990s, at least if you measure by the absence of email, smartphones, or Google, I found myself wrestling with the same problem. After some soul‑searching, I developed five “North Stars” to guide how we should operate.  At the time, I wasn’t trying to define value‑driven selling. I was trying to keep the business from sliding into commodity territory. It wasn’t a theory. It was a necessit...

Why Top Performers Push Back and Why You Should Listen If leadership mindset is the biggest organizational barrier to building a value‑driven sales strategy, then your most experienced top sellers are the most predictable human barrier. That’s not a criticism. It’s a pattern as old as distribution itself, practically a data point in the evolution of our species. When distributors shift from relationship‑based selling to a more knowledge‑based, value‑driven approach, the loudest and most articulate resistance rarely comes from weak performers. It comes from the people who have lived at the top of your sales rankings for years. And that resistance has two very understandable roots. 1. Success makes change feel unnecessary and risky. Top sellers are change‑averse for one simple reason: their current model works. It has paid mortgages, funded college educations, and earned them internal status. They know their territory, their customers, and exactly how much effort it takes...

Make AI Your Friend: Hope Is Not a Sales Strategy in 2026 Customers aren’t waiting for salespeople to find answers anymore. They expect you to already have them. AI has automated the top of the funnel. Service expectations are rising. And “activity” is no longer the same thing as progress. In 2026, the salespeople who win won’t hope for an easier year; they’ll prepare for a harder one. If you want to read the full article published in Industrial Supply Magazine , click here . Frank Hurtte works with industrial distributors who want better sales performance without the hype. A consultant, speaker, and trainer, Frank focuses on practical sales strategy, customer expectations, and preparing teams for what’s next, not what was. He is the founder of River Heights Consulting and a frequent contributor to industry publications like Industrial Supply Magazine. ...

When Marketing Forgets the Basics By Desiree Grace Last week, I was catching up with a friend who works in distribution. She dropped a line that made me stop mid‑sip: “My marketing department sucks.” That’s a strong statement. So I asked the obvious question: why? It turns out that her team launched a promotion without looping in IT or Logistics. Promotional pricing wasn’t loaded into the system. The featured product wasn’t even on the shelf. Someone in Marketing sent out the flyer, internally and externally, but skipped the operational steps that make a promotion actually work. Suddenly, her frustration made perfect sense. I’ve been fortunate enough not to experience this in electrical distribution or manufacturing, but I’ve seen similar misfires during my retail days. Few things sour a customer faster than hearing the dreaded word “raincheck.” Being out of stock or having to override pricing does more than slow things down. It also chips away at trust and the overall customer e...

The Real Barrier to Value‑Driven Selling (Hint: It’s Not the Salespeople) Abridged Every distributor says they want value‑driven selling. Fewer are willing to change the behaviors, measurements, and habits that keep the old model alive. And that’s the real barrier, not the sales team. Most leaders genuinely believe in value‑driven selling. They just want it layered neatly on top of the relationship‑based model that made them successful. They want better results without discomfort, disruption, or delayed revenue. That’s understandable. It’s also unrealistic. Traditional selling feels good because it’s familiar. But today’s buyers, especially younger ones, care far less about tenure and far more about insight, data, and financial impact. Even long‑time customers are under pressure to justify decisions internally. Loyalty doesn’t disappear, but it does get audited. When value‑driven selling stalls, leadership often blames compensation or field capability. But compensation plans simply en...