The single biggest frustration I see in our industry is frustration about lack of influence. Good people with good ideas often struggle to get them acted upon. It’s true within fmcg companies and within retailers. And it’s certainly true of suppliers talking to retailers.
So what can be done? How can suppliers more effectively influence retailers? Here are three things to consider.
First, seek to deeply understand the organisation you are trying to influence. Retail is tribal – and that’s not just the retailers, but the entire industry. Many retail people think of themselves as “retailers for life”. They won’t be easily influenced by people who don’t understand the realities and constraints of the retail world, and definitely not by those who don’t even appear interested.
You don’t need to know everything that buyers know about checkouts, distribution systems and so on, but it helps to know a good amount – and it’s essential to at least show genuine interest. You will struggle if you don’t seem to be part of the tribe.
Second, work to become a trusted advisor. Trust takes time. Ideally quality time, one to one, face to face and out of the office. Time to get to know each other. Time to move from the transactional to the longer term, including understanding what makes people tick personally.
A series of ‘little gifts’ helps. I don’t mean tickets to the football (of which we see less these days). I mean introductions to interesting people, links to interesting articles or podcasts, photos from other retailers. A drip feed of stimulating and helpful content.
Most important of all, it is hard to be trusted if you don’t genuinely wish the person you’re advising well. Have the odd moan about your buyer if you must. But remember that if they win, you are more likely to win.
Third, be willing to show some edge. Influence happens adult to adult, not child to parent. Sometimes you’ll have to be clear in your disagreement, disapproval or refusal. If you only ever agree, comply or echo what buyers are thinking, you are not an advisor but a ‘yes person’.
Sometimes salespeople believe the job is to give the buyer what the buyer asks for. But the most effective relationships have some ideological conflict.
This isn’t conflict between people but conflict between ideas. Airing conflicting ideas often results in an even better third way that works for supplier and retailer. So finding a way to disagree agreeably is critical. If you occasionally disagree, it means that when you do agree, it will feel more genuine.
Influence is always a challenge but these principles help. Seek to understand, work to become a trusted advisor, and be prepared to show some edge.
Jeremy Garlick is partner at Insight Traction
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