When the decision to establish a B2B portal is made, the initial reaction from the field team is usually concern: "If the dealer places their own order, what will be left for us?"
This concern is understandable but based on a false assumption. The value of field sales lies in building relationships, not in taking orders.
In this article, we explained the division of labor between the two channels, which tasks belong where, and how data merges.
Table of Contents
Right division of labor
The simplest way to position the two channels correctly is to divide tasks into two groups: routine tasks and tasks requiring decisions.
Routine tasks are repetitive, standard, and done without overthinking. Weekly stock replenishment orders fall into this group.
Tasks requiring decisions, on the other hand, are variable. Trying a new product, evaluating campaigns, problem-solving, and collection talks belong to this group.
The portal takes on the first group; the field team focuses on the second group. Once this distinction becomes clear, the concern largely disappears.
We discussed the scope of the portal in the B2B order portal article.
What does the portal do?
The areas where the portal is strong are clear, and these are tasks that do not require human labor.
It is open 24/7. A dealer can place an order while counting stock at midnight; they don't have to wait for anyone.
No mistakes. The dealer enters the product and quantity of their choice; there are no misunderstandings.
Provides information. Price, balance, order status, and past orders are accessible at any time; this reduces phone traffic.
Accelerates repeat orders. Routine orders take seconds with favorites and reorder features; B2B cart and favorites see the article.
What does the field team do?
Most of the work done by the field team cannot be done by a portal.
New product introduction is at the top of these. A dealer will not spontaneously order an unfamiliar product on a portal; it needs to be explained.
Shelf observation is the second important function. How the product is positioned, what competitors are doing, and how full the shelf is can only be seen on-site.
Problem solving is the third area. A delayed shipment, an erroneous invoice, or a quality complaint is resolved much faster face-to-face.
Collection is also usually the job of the field team; talking about balances relies on relationships. Field mobile usage we covered this flow in the article.
How do the data merge?
For the two channels to work together, the data must be shared. Data kept in separate systems makes the two channels competitors.
The order coming from the portal and the order entered by the representative should appear in the same list. Both should be located in the same history on the dealer card.
This also strengthens the representative's preparation before the visit. A representative who knows what the dealer ordered from the portal enters the visit with a different agenda.
For example, talking about a product group that was never ordered on the portal is much more valuable than taking a repeating order once again.
This integrated view customer 360 view we discussed in the article.
Bonus and target problem
The real source of the field team's resistance to the portal is usually the bonus system. If the bonus depends solely on the order entered by the representative, the portal means a direct loss of income.
The solution is to change the bonus structure. Bonuses should be tied to the dealer's total volume, not to who entered the order.
This change directs incentives to the right place. The representative focuses on growing the dealer's total purchases; channel preference becomes irrelevant.
Some businesses also add portal usage to their targets. The portal usage rate of dealers in the region becomes one of the representative's performance indicators.
Starting a portal project without making this arrangement creates silent resistance in the field.
Managing the transition
Leaving the field team out of the process while launching the portal is the most common mistake. Yet, they are the ones who will introduce the portal to the dealers.
The right approach is to make the field team the subject of the transition. The representative shows the portal to the dealer during the visit and enters the first order together.
This also helps overcome the dealer's hesitation. Instead of trying a new system alone, it is easier to try it with someone they know.
It is also important not to close the telephone channel during the transition. Coercion makes the dealer uncomfortable and damages the relationship.
We discussed the general principles of gradual transition in the pilot project selection article.
New metrics
When the portal goes live, the field team's metrics must also change. The number of orders is no longer a good indicator.
Instead, the total volume per dealer should be monitored. The success of the representative is measured by how much the dealers in their region grow.
Product variety is the second indicator. If the number of different products the dealer purchases is increasing, it means the representative is doing their promotional job.
Collection performance is the third metric and an area directly influenced by the field team.
These indicators are derived from sales reports; you can check out the sales reports article.
Running two channels together
The portal and field sales are not alternatives to each other, but complements. In the right setup, both work on the same customer.
While routine and recurring orders shift to the portal, the representative dedicates their time to new product promotion and problem-solving.
This transition does not reduce the number of visits by the representative; it changes the content of the visit.
The representative needs to see the orders coming from the portal; otherwise, they go to the customer with incomplete information.
The bonus structure must be arranged accordingly. When portal orders are not counted for the representative, the representative starts blocking the portal.
This is the most common point of resistance encountered in channel transitions and must be resolved from the beginning.
Points to consider
It is essential that both channels use the same price and stock data. Different data creates inconsistency in front of the customer.
It is also necessary to record the source of the order; this is the only way to measure what each channel brings in.
Some dealers will never use the portal; this is not a project failure, but a natural distribution.
Making things easier rather than forcing them yields better results; a dealer who conducts business faster on the portal will transition naturally.
The collection side must also be clarified; whose responsibility will the collection of portal orders be?
When this question is left unanswered, collection performance drops while portal orders increase.
Frequently asked questions
Does the portal make the field team unnecessary?
No. It takes over the order-taking task; relationship management, promotion, and collections remain in the field.
Can a representative enter a portal order on behalf of a dealer?
Yes, orders can be created for the same dealer via the mobile application; records are consolidated in one place.
Which dealers transition to the portal?
Generally, dealers who place regular and standard orders. Field presence is maintained for dealers that require consulting.
What is the portal maturity level?
Platform definitions are mature; the interface open to the buyer is at an early stage. Make your plan accordingly.
Portal and field sales are two channels that reinforce each other when positioned correctly. The perception of competition only arises when the division of labor is unclear.
We recommend reviewing the commission structure before starting the project. This single adjustment eliminates a large portion of the resistance in the field.
Next, make the field team the advocate of the portal. When the representative is the person who introduces the portal to the dealer, adoption progresses much faster.
By consulting with the EQLEM team,you can plan your dealer channel strategy.