Resale value is, of course, determined by the combination of the margin offered and the rate at which the product sells. The channel member, either retailer or wholesaler, has limited money to invest in inventory and limited space to devote to storage and display. If more money and space are to be applied to one product, money and space must be taken away from another. The sales representative in this situation has the responsibility of gaining more money and space by presenting information supplied through the company research people showing the results and profits of such a move. It is also possible to upgrade the quality of the space by gaining agreement for displays or preferred shelf locations.
The sales representative is also responsible for the protection and enhancement of the profitability of the products sold. During store visits, the sales representative checks the prices marked on the products to make certain that they are correct, cleans the shelves, marks prices on the products, stocks and arranges shelves, and sets up displays. These are all functions of the sales representative that enhance the profitability of the outlet by reducing operating costs.
As an information source, the sales representative communicates to the customers (down-channel) and to the company (up-channel). Down-channel communications include information on new products, inventory availability, inventory status of the customer, special offers and programs, discounts, promotional efforts, and customer performance. Up-channel communications include reports on competitive activity as well as attitudes and opinions of the customers, an "endless flow" of call reports and other company paper work, and occasional "kicks in the pants" when the company isn't performing properly (slow shipments, incorrect product, nonpayment of refunds, and so forth). Depending on the account, the sales representative may operate as a trusted consultant on matters of inventory and merchandising or as a continuing irritant. Anywhere in that spectrum, the communications role is still a major part of the job.
The job itself requires a great deal of time, and much of it is spent on the road. Territories vary considerably, and travel time is different, but most sales representatives are traveling in their territories most of their working hours, which is why their benefits include a company car. (You know, the dark-blue Chevy Caprice.) Ten- to twelve-hour days are not uncommon and frequently require a couple hours of paper work (Ugh!) on top of that.
There is a fair amount of stress in the job, stemming from two sources. First is "quota stress." As in other sales jobs performance is often measured against a sales quota, and when you aren't quite going to make it things can get worrisome. Other performance measures evaluated by upper management include number of calls made, shelf-space increases, promotional dollars committed by the customers, and so forth. The second source of stress comes from the customers themselves and from taking the brunt of abuse from them, which is "just part of the job." ("Yes, I agree. I am absolutely worthless. You are absolutely right about that. Sign here.")
Because the salespeople who sell to the channel are on a salary, there is less freedom of operation than when they are on commission. There is typically more training in the procedures and operations of the company, more controls placed on activities, more supervision, and more paper work. At the same time, there is more security in the paycheck.
Question - How did you get into sales?
Answer - I had a bachelor's degree in liberal arts. I thought sales would be a good start for any type of business I'd do later on, mostly because business is based on persuasiveness and selling ideas as well as concepts. My long-term goals in getting in with the company were not to sit and remain as a sales representative but to go into sales management and on upward through the hierarchy of the company.
I think my aspirations after getting out of college were to go out and become a marketing assistant or product manager and more or less to stay in the marketing end of it. As I progressed in sales, f found i more interesting than just the marketing side of it.
A Primarily, I liked having a challenge every day. I am involved with quite a few different facets of business. I am part of directing the interrelationships of people in trying to convey my ideas, but at the same time I am involved with traffic, credit, marketing the product, and advertising the product. So, combining all that usually makes a very interesting day.
The first reason was parental influence; my father had been £ salesman, and I saw what he did and how he enjoyed it. We had a lot in common, and I thought I would enjoy it too.
The second thing that encouraged me to get into sales was my desire to get into a management position. I thought getting involved in sales was the best place to start. I would learn about the product, the customers who use it, what they're looking for, what their needs are, what is involved in doing the work-the paper work, how to go about a sales call, how to organize my time. Also, I decided that if I became a sales manager, I could relate to everything the salespeople were doing, because I had been there myself.
