Lessons From Rep Firm Closing Down

Thanks Brian

You are writing good articles that are interesting to us members

It gives a good perspective of the challenges Rep Firms face to maintain a profitable and valuable business.

Very insightful article Mr. Karas. It sounds like a wake-up call for Rep Firms.

When the factory principal(s) no longer believes that the Rep model is valid for them then there is usually nothing the Rep Firm principals can do to halt being fired. There are normally signs along the way that such an outcome with a factory is heading in that direction. The other thing that happens is the Rep Firm has become irrelevant to their customers or they were never a factor to begin with. I spent 10 years as an independent rep in another technology industry and it was a great career which I miss at times. Now that I'm in the security dealer/integrator side of things I measure the Rep Firms our company interfaces with against how I worked closely with the dealer channel in my previous industry. So far, I hear from the factory direct sales folks much more than I have the Rep Firms. The factory direct sales folks have been more attentive than the Rep Firms and to me this is most disappointing. I have one Rep Firm I have never seen face to face in 6 months though I've purchased 2 of their manufacturer's camera systems in the past 90 days with potential for more purchases. Maybe things in the Security Rep Firm industry need to be shaken up.

They cannot keep doing things the same way and expect different results. To be successful in this very competitive industry the Rep Firm sales person(s) need to develop closer relationships or relationships to begin with their dealer channel. If they don't, then the manufacturers will replace them and they might select to abandon the Rep Firm model. Hope it doesn't come to that because the Rep Firm model can very effective as the field sales force when it's done right. BP

I shut down my rep firm 18 months ago after 15 years in business. The general impression I have had is that the useful knowledge that our dealers and clients had relied on us for no longer had the same value.

As an example, we used to assist dealers in designing systems that met specific security requirements and could be walk-tested to those requirements. The advent of higher resolution cameras and a lot of disingenuous marketing by manufacturers decreased the value of the knowledge we provided.

Times change - I suspect that (and am gambling on) the successful knowledge-based rep firms of the future will be providing more network based knowledge and support.

I also don't see the camera business providing the same opportunities for income that they did when the cost per camera was higher. The financial logistics of supporting dealers isn't there when the system that used to cost $20K is now less than $3K!

Thanks for posting this topic-

It is unlikely the security industry will move aware from the rep model overall....

How might the rep model change?

Does it become more virtual at a 2-3% commission?

If the virtual firm has strong contacts is that an option?

Does it become more inside-sales focused, using virtual presentations/demos to replace today's face-to-face Reps and travel expenses?

There is no reliable substitute for face to face relationships.

Agreed, yet the question remains, "How might the Rep firm model change?"

With industry prices dropping and the near annual/semi-annual rotation of Rep firms using the current model, there is both less funding available and less "press the flesh" relationships forming. As I see it, that is the reality of where we find ourselves as an industry.

What should a manufacturer in this industry be doing in response?

Rep firms need to add value, not additional lines.

"Where a rep firm thrives with good solutions is in conjunction with a manufacturer willing to invest in the proper resources and constantly communicate their value proposition to the marketplace."

Nice post, Chris. You have underlined what most rep firms must do. We turn down many manufacturers who approach us for just that reason...they do not convince us that they are really "investing" in the market place. Rather, some appear to be approaching the rep model as a "cheap" way to get exposure and "prime the pump" to get some sales started. Very often they want us to be their marketing arm as well, not having committed to funding trade show attendance, membership in industry associations such as SIA, and the vertical organizations in their targeted market.

With sales calls now costing between $400-$500, we don't want to start with a manufacturer who does not have a long term commitment to developing a long term partnership, and one that does not have a plan to truly invest in our industry.

The exciting opportunity today is that, while camera income is not generally sustaining, there are a great many new technologies coming our way that bring innovative solutions to our customers. IoT and cloud-based systems may not have very high equipment costs, but offer a recurring revenue model that is in line with what consumers have become accustomed to in their daily lives. If these emerging companies convince us that they will be long term investment partners, we will more likely look to them as true opportunities.

"I have to reiterate the idea that "You should dance with the person that brought you".

That cuts both ways, and I totally agree that appropriate attention needs to be paid to the lines that you have agreed to represent. Unfortunately, while manufacturers value the multi-line representation concept their reps adhere to...a concept that brings them into opportunities based on the relationship reps have maintained because of multi-line selling, too many times that same manufacturer bemoans the time not spend entirely on their product line.

This is the great conundrum...do I hire direct people, at a high fixed cost, not based on what they sell, and hope they can develop the wide range of relationships I need for both my existing products and those I may additionally bring in, as we merge/acquire/grow organically, or do I hire reps who live their entire lives in the territory and have a wide variety of relationships into which they can bring my current and future offerings, and, oh by the way, only pay them for what they sell?

Many manufacturers flip-flop back and forth over the years between reps and direct employees, based on the philosophy that the new sales manager/president brings with him/her. They don't always dance with the person that brought you.