Cesare Giammarco has been in the field of sales and sales management since 1971, with 35 of those years in the electronic component industry. In those 35 years, he has instituted, managed and integrated manufacturers’ reps globally into multiple organizations.
Starting with Elmwood Sensors in 1984, a privately owned global manufacturer of temperature sensing products, he led successful integration of the rep sales model through four acquisitions of this business, culminating with Honeywell Sensing and Controls in 2002. He retired from Honeywell in May 2015 and is now a special consultant to ERA on best practices to further facilitate the rep sales model.
Over the course of his career, Cesare has been recognized for innovative and mutually beneficial sales rep management practices and procedures that reinforce the rep model with manufacturers.
He holds a B.A. in Economics and an MBA from Bryant University. He resides in Cranston, R.I.
For Manufacturers: Goal: Optimize the manufacturers’ rep selling model for long-term growth
- Rep selection and deployment
- Establish a balanced Rep performance measurement process based on sales objectives and behaviors to predict future success
- Rep reward and recognition programs
- Launching and or managing the Manufacturers sales opportunity management system with your Rep network
- Establishing and managing a hybrid Vertical market sales organization
- Integrating the Rep selling model into a merged or acquired organization maximize growth/minimize conflict
- Optimizing the Rep/Distributor collaborative sales effort
For Reps: Goal: Reinforce and communicate the mutual value between rep and manufacturer
- Approaches and strategies to communicate the rep value proposition to current or potential manufacturers
- My manufacturer is considering a direct sales model. What is the best way to effectively and positively approach the situation?
- My manufacturer is struggling with working with the rep sales model from a process and procedure perspective. What can we do to help improve this?
- I am aware of a manufacturer that has a direct model that could benefit from reps. What is the best way to approach this opportunity?
- My manufacturer has a “hybrid” selling team, and it inherently breeds conflict and confusion in the field. How can we help improve this?
- My manufacturer is going through a merger or acquisition. How do I best assess risk to my position and reinforce my role in the newly combined business?
For Distributors: Goal: Sales collaboration with reps to achieve supplier objectives
- New business opportunities growth strategies
- Direct to distribution account transition support
- Distribution back to direct requests, Rep involvement to minimize reverse transition “Long tail” customer account development initiatives
- Aligning supplier, rep and distributor goals