About Roger Wilson
Reprint from Giftware News, March 1991
For Suppliers Only.
The Remedy To Wrong Rep Syndrome
Is Roger Wilson
by Carol Horn
While there may not be antidotes for all current economic problems, if your business is suffering due to "wrong rep syndrome", recovering may be as simple as reaching out to Roger Wilson. He's the savvy and seasoned entrepreneur behind California based MRP (Manufacturers Representative Profile) which boasts of detailed information on 70 to 80 percent of all manufacturers reps who sell nearly every type of consumer product in the United States.
With over 25 years in the industry, Wilson has combined his experience with marketing smarts to help manufacturers nationwide. He was a manufacturer's rep for 16 years as well as a marketing consultant for 21 years. MRP's "top gun" has assisted over 500 manufacturers and corporations in bringing their lines to the marketplace from scratch, and hundreds more in reorganization of their national sales effort.
Many consider Wilson to be the foremost authority on "how to develop a successful selling relationship between manufacturers and their representatives". While there is no fee to the sales rep, they must complete an in-depth questionnaire called the MRP Manufacturers Representative Profile in order to be a part of the MRP data base.
The profile study reveals the strengths and weaknesses of a representative's management style and sales effort. It also lists the top 10 lines he sells and how long those lines have been represented, the classes of retailers he sells and services on a daily basis, shows attended, number of sales people and territories he covers, chain store coverage, distributors serviced and much more.
MRP was born in 1986 out of the frustration Roger Wilson experienced since 1970 in assisting his clients to find representatives to sell their lines. "We just did not have enough objective information on representatives we selected to represent our clients' lines," he says.
As a result 25 percent of the rep agents selected were successful and 75 percent had to be replaced over and over again.
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