According to Webster's Ninth New Collegiate Dictionary, the definition of "consult" is "To ask the advice or opinion of." My definition of consultants is "Someone who is contracted to design, oversee the installation and commissioning of an audio/video system." They sell no equipment and consulting is their full-time business.

I'm writing these definitions to differentiate between contractors who do design-build projects, or reps who design systems part time in support of their dealers. These last two groups are very important, but a lot has already been written about them, and I would like to focus on one of our industry's most important yet overlooked resource, the consultant.

Many reps and manufacturers have given little thought or effort to working with the consulting community, If a manufacturer's rep force, R&D group, or sales and marketing team isn't involved with the consulting community, they are ignoring a terrific opportunity. Through consultants, manufacturers' R&D groups learn new and innovative ways of using current products, thus spawning the development of new technologies. This drives new and better products to our market.

Among our industry's most visible leaders are some very well-noted consultants. Their endorsement and use of products on influential projects can create important marketing opportunities. And the consultants' influence on contractors can't be emphasized enough. Contractors may upgrade their current design/build projects to incorporate what worked best on a consultant-designed job they just finished, or a product or a particular use of products that worked well enough to be written about in an industry trade publication.

So consultants do impact the contractors' design/build work... the challenge is how to work with consultants.

Reps are the logical and easiest way for manufacturers to get involved with the consulting community. In the past I have written about the three-way partnership; dealer/contractor, rep, and manufacturer/ vendor. Consultants are no different than a dealer/contractor from this standpoint. Top consulting firms greatly value reps and work hard to maintain their relationships with them. Consultants rely on reps to keep their lit files and price lists up-to-date (so they can stay within their client's budget). New product releases and keeping them appraised of the shipping schedules is also very important. Reps coordinate consultant meetings and presentations for their manufacturers. This has proven to be a significant influence in the application of new technologies, driving the development of more innovative products. Is it just coincidental that some of our industry's fastest growing and most innovative manufacturers also are the ones who have enthusiastically embraced the consulting community? I think not!

Many times consultants will need samples to evaluate for up-coming projects. It's the rep who can best coordinate this. As important as it is to both consultants and manufacturers to get samples in for evaluation, it's equally as important to get them back out in a timely manor. Consultants have limited space and it's very costly for manufacturers to have their samples sitting in a back corner. Appropriate supporting equipment must also be arranged for a fair and valid test. Both consultant and manufacturer rely on the rep to coordinate this.

Top rep firms will visit their manufacturers several times a year to learn about new technologies and products being developed. Manufacturers pride themselves on contracting with only the most highly skilled and best informed rep firms. They look to reps as their first line of training in the marketplace. This is why they are very eager to keep reps trained and take every opportunity to do so. As a result reps are, many times, some of the most technologically informed people around. When now products are launched, reps are relied upon for training and support. Sometimes support may also mean helping consultants integrate the new technologies these products bring into system designs. Because of this, top consulting firms around the country do appreciate the reps who work with them.

Consultants are very similar to dealers in that their needs are very much alike. I have found with my firm, as well as talking with others, that the expense (both in time and money) committed to supporting consultants is as much as we spend on our dealers and contractors. There is one glaring difference: consultants don't sell equipment, just their services. Since no equipment is being sold, how's a rep going to get reimbursed for their time and expenses? To be perfectly blunt, how's a rep to make any money calling on consultants?

For reps, compensation comes in two forms: as an information resource regarding the territory and upcoming jobs, and in commission from jobs spec'd with their equipment, Consultants are a great information resource to a rep. They work hard building a network of contacts spanning such diverse fields as local churches and schools to nationally based general contractors, developers, sports franchises, theme parks and politicians. The goal is to learn about projects before their competition does.

For reps and manufacturers to forge a partnership with the consulting community, they must first have a clear understanding of how the consultants' business works. Confidentiality is key. Successful rep firms and manufacturers understand this and strive to earn that confidence. In return, consultants will keep them informed about what's happening around their territories.

Rarely will a rep have a local consultant do a local job that is awarded to and installed by a local contractor. More often, a consultant will oversee the design and installation of jobs in territories outside of their local rep's area. Manufacturers who have truly embraced the consulting community have worked out commission splits between their reps. This can be more complicated than it first sounds. For instance, it's not that uncommon for a job to be specified by a consultant in one territory, awarded to a contractor in a different territory, and installed in yet a third territory.

Potentially, that could be a three-way commission split, It's highly desirable to have incentives for support at each of the three contact points of this hypothetical sale. Everyone benefits when a rep is there to assist from the inception of a job to its finish. A network of well informed reps can make the difference in whether a job goes smoothly or awry, We have already touched on how a rep can be useful in helping a consultant write their specs. They can also be of tremendous assistance to the contractor, helping them bid and order the right products and track their shipments. When products arrive at the job they assist in any change orders or add-ons that might be needed. Reps are the on-sight eyes and ears for contractors and consultants, assuring the products are being installed correctly.

The need for timely support long after the job has been completed is as important as when the job started and the local rep is best at facilitating this. At times they will act on behalf of everyone, as goodwill ambassadors to customers. So, commission splits as proven incentives work quite well in helping broaden the manufacturer's and rep's focus and understanding of the consultant's business

There are several things manufacturers need to consider when working with consultants. To provide an atmosphere that will promote the free exchange of new and creative ideas manufacturers should implement a standard non-disclosure agreement. The best way to handle this is send it directly to the consultant a couple of weeks before the scheduled meeting. This will afford them lots of time to read it and return it before the meeting takes place. What should be avoided is starting a meeting with everyone fumbling through a bunch of legalese. It's about as close to throwing a wet blanket on things as you can get. It's also not a bad idea to remind the rep of their obligation of non-disclosure as embodied in most rep contracts,

When shipping samples to consultants, send them to the rep not the consultant. What you don't want to do is pull a consultant away from their spec or drawings to sign for samples, which they then move to some corner of their office just to get it out of the way. Reps are used to handling samples and have the personnel and facilities to store and move samples around as needed. Establish sample accounts for consultants. All too often a rep's ability to bring in samples to show contractors is inhibited because they have some expensive samples being evaluated by a couple of consultants. Manufacturers' sales managers will always tell you that this won't happen with their company, but they don't sit in the credit manager's seat.

This next point is very important. Keep the reps informed about all aspects of the business. If it's rumored that a job is coming up, reps need to know. If a new product is being defined or even in some stage of development and you want credible input, reps need to know. Acting on behalf of their manufacturers, reps are only as effective as that manufacturer will let them be. For a rep to be of value to consultants, manufacturers must empower them with knowledge and information. The most effective way a manufacturer can undermine their rep's work with consultants is to keep them in the dark.

I can't emphasize enough the importance of confidentiality when dealing with consultants. In fact, in this regard they are no different then any dealer or contractor. Another equally important thing we need to remember: don't waste a consultant's time. Time is the most billable product consultants have. Respect it. If a rep is planning to call on a consultant, they must be well prepared and on time. A good way to start a consultant call is by checking the literature files and price lists; then do the meeting or presentation. Take care of business quietly and efficiently. Have I said anything that top reps don't already do for their dealer/contractors? Once again, successful reps are mindful of these things and as a result, are considered by consultants to be a terrific resource. The top consultants appreciate this and know you can't have too many resources, so they are committed to working with reps and their manufacturers.

Because the local rep is able to maintain a high frequency of personal visits and respond in a more timely manor to a consultant's needs, they develop a close working relationship. This makes reps the best choice for manufacturers who wish to work closely with the consultant community. Reps that have forged strong partnerships with consultants are proud of those relationships and with their manufacturers' support, have found them very lucrative.

This three-way partnership (consultant, rep and manufacturer) has had far reaching effects On our industry. Consultants have played a big role in the R&D of better products. Manufacturers, through their reps, have substantially improved how well the consultant's job goes from inception to completion. Like any successful business partnership, when this partnership is working well, not only do the partners benefit, but their customers benefit. It truly is a win/win relationship.

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Date Written: October 1999

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