At Rheometrics, we sold direct in the US and through Representatives worldwide. Linda was directly involved in rep selection and training. When Rheometrics decided to open a European Sales and Service operation Linda went to Germany, established a German corporation (lawyers, accountants & bank), selected and rented the office space and hired the support staff.

Nametre sold both direct and through Representatives in the US and through Representatives and Distributors worldwide. Again, Linda was directly involved in the rep selection process. Although the Reps/Distributors were managed by the Sales/Marketing staff Linda maintained ultimate decision making authority over the reps.

The philosophy of managing a Rep network has got to be that we are partners. Reps must be treated the same as staff personnel – goals must be established with each Rep and monitored. You cannot expect to turn a product over to a Rep and have the sales roll in! Constant contact and follow up are required to insure the Rep is a part of the team.

After the purchase of Nametre by Metrisa our European Master Distributor (Marimex) was so fed up with our Sales/Marketing Manager that he decided to no longer represent us. Metrisa then asked that Linda take over European Rep management. Linda went to Europe each quarter, meeting with the sub-Reps and customers. Sales more than doubled the first year. Also, Marimex developed updated electronics for the instrument. His plan had been to manufacture his own instruments since he felt he could no longer work with us. Instead, he gave us the rights to the electronics (they are the new 610/710 model instruments) even before we had worked out the compensation for them (which ended up being stock in the company).