Don't be a Donut Dropper
I’ve been on every side of the fence in the building industry for 20 years now. I’ve sold in the home, worked for 2-step, worked for large and small manufacturing, been a territory manager and managed territory managers. After all these years, here’s my best advice. Don’t be a donut dropper. What does that mean? You wouldn’t believe how many territory managers schedule a week around a city, book hotels, eat three meals a day and completely waste their time. They stay busy and think they are being productive because they stay visible with the branch managers. They walk in, usually unannounced, and beeline straight to the branch managers office. They are too comfortable. Sure, the branch manager likes that they feed their counter team as they drop doughnuts on the counter in passing. “Hey everyone, I brought donuts. Help yourselves.” By the way, they get donuts every day. You are not special. The TM walks in, asks how business is and if the BM needs anything; thinking this is great personal service. If this is you, it’s time for a reality check.
This is not effective. Why? Ask yourself this question, who decides what products this store is going to stock? The answer is, the contractor. I don’t care how good your relationship is with the branch manager, if a contractor wants product, that contractor will get it somewhere and we all know that building supply houses aren’t in the business of losing customers. Although spending time with the branch manager is important, that’s not where you get the most value. The rockstar territory managers spend time further down the channel. They spend time with the contractors. They are in the trenches and at job sites. They bring those donuts to them. This is what separates the great TM’s from their competition. Side note: Spend time at the sales counter. Give everyone love in the branch, not just the branch manager. ?
Outside sales at Beacon Building Products
6 个月Yes, seeing the end user is huge. But vendor reps often forget about the people who deal with the user every day. I'm not talking about the sales reps for the distributor; it's the inside team that has more influence on what sells and what doesn't sell. Donuts are great, but talk to them - they know everything that's going on at the branch, unlike the manager. That's the big mistake.
Senior Sales Manager | Team Leadership, Sales Negotiations
6 个月This is a very correct assessment of what happens everyday in the life of some “sales people”. Donuts last a few minutes but relationships last a lifetime!!! Deliver solutions, customers, and demand. Forget the donuts!!! Very well said my friend.
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6 个月Jason Blevins,when you mentioned how the rockstar territory managers hang out further down the channel, with the contractors, in the trenches, and at job sites? Well, that advice isn't just for territory managers—it's for GMs, owners, and all leaders. Stay connected with your customers!
Growth and Development Coach | Empowering people to find their purpose and vision through skill development, mindset coaching, and behavior modification to enhance individual and team performance. I Dad of 4 girls
6 个月Truly appreciate the topic as it needs to be discussed. Jason, how do the territory managers create that relationship where donuts are no value?My experience is the great TM’s know the “how / what” to this but the mediocre TM’s are not getting educated or encouraged.
Territory Manager Northeast, LOW-E Reflective Insulation
6 个月Through the years I have what I will call plan carriers. They pick up a plan, take it to the estimator or truss designer, and forget about it until their inside salesman tells them the quote is ready. I believe today you have to know your industry. I think the good salesman are what I call a technical salesman. He knows his products and his customers and looks for the ways to best help them. Sales is no longer a sprint, but a marathon. I firmly believe that you can not exclude the contractors as well. You are more than correct Jason, and some of this I have learned from you.