Bridging the Gap: A Manufacturer’s Agent Perspective

In the home furnishings industry, there is one profession that touches nearly every facet of the business: manufacturer sales representative, more commonly referred to as a rep. They talk to vendors, retailers and retail sales associates alike.

The products they carry cross all categories from furniture and accessories to appliances, bedding, electronics and add-on services. They see all, touch all and convey crucial communications up and down the supply chain. Not to mention they are responsible for sales growth for both their vendor clients and retail partners.

Their perspective is an integral part of the picture — and a natural one to explore.

The Calm in the Chaos
For Arie Groeneweg, an independent agent covering Southwestern and Central Ontario, the pandemic redefined the role.

“It became more important than ever to manage expectations,” he says. “Dealers take their cue from their representatives, especially when trust is there. My job was to be the calm in the storm — ‘the sky is not falling,’ here’s what we’re doing, here’s how I can assist.’”

Groeneweg insists skilled sales agents can and should be leveraged more effectively by their retail partners, noting their expertise and mandate are to bring stability and support in challenging times.

The Retail Sales Associate Challenge
Antonello D’Onofrio, a Quebec-based agent with decades of hands-on experience, from furniture and cabinetry making to retail store ownership, has seen every side of the business and understands the divide clearly. Some sales associates have been anchored in the same store for decades, while others cycle out in mere months. The difference, he says, often comes down to mindset, team connection and steady income.

“The younger ones want to see money right away,” says D’Onofrio. “But in this business, it can take time. You must invest time and keep yourself motivated.”

Both experts point to the same pain point on the sales floor: turnover. Groeneweg doesn’t mince words.

“High turnover. Low engagement. Low commitment to sales as a career,” he says.

Trainees often don’t stick around long enough to build rapport or confidence.

The result?

It’s harder for retailers to professionalize the role, increasing the difficulty for reps to coach, mentor and measure progress.

Training that Lands (and Lasts)
Groeneweg spends many weekends leading in-person training sessions and says the effort always pays off when “even seasoned staff see the benefit.” His sessions blend product knowledge with practical selling techniques — objection handling, closing language — and he creates his own printed leave behinds for quick reference.

D’Onofrio structures his meetings in three parts: who we are, what we sell and how we sell it.

“If you don’t believe in what you’re presenting, you can’t transmit the energy to the customer,” he says.

His sessions are interactive and eye-to-eye.

“Participation keeps people alert; practice makes them better,” says D’Onofrio.

He likens training to exercise and sales skills to tools in a Swiss Army knife, and advocates that consistent use sharpens both.

Both Groeneweg and D’Onofrio agree the industry needs more brand-supplied, category-specific training courses that blend product details with real selling strategies. Until then, they rely on what works: face-to-face coaching, concise resources, open communication — and the undeniable power of showing up in person.

Incentives: Less Sizzle than Before
Sales performance incentive funds, or SPIFs, and sales contests aren’t what they used to be. Groeneweg says he sees fewer manufacturer-funded incentives than in previous decades. Cost and effectiveness are likely factors. Retailers are open to co-created promotions when they make sense, but no one wants to set the wrong precedent. Overemphasizing spiffed items can skew priorities on the sales floor, especially when promoted products carry slimmer margins than regularly priced goods.

D’Onofrio keeps it human when budgets are tight: show up with coffee, cookies and care. The adage ‘breaking bread’ is still the best way to connect and build relationships.

Both agree financial incentives can be effective — when the rewards are well designed and earned. The real challenge for many retailers lies in finding a system that can easily track, measure and recognize performance beyond the usual salary and commission structure.

Tariffs, Supply Chains and a Tilt Back to Canada
Tariffs and freight have taken a bite out of margins, especially for goods routing through the United States before crossing north. D’Onofrio has shifted to more Canadian suppliers to avoid compounding costs.

Groeneweg sees an upside: renewed attention to Canadian-made goods and tighter buying, where retailers are “leaving no stone unturned” when it comes to finding the margin.

Bring Back a Canadian Market?
Markets still matter. High Point is valuable, but not everyone can justify attending. The loss of the Canadian Furniture Show has left smaller, rural independents out of the mix. Both Groeneweg and D’Onofrio say regional open houses and Canadian showroom events are filling the gap, but the demand is there for a flexible, closer-to-home event.

What Partnership Looks Like
A strong representative, Groeneweg says, acts as “an extension of both the companies I represent and the retailers I serve.”

He adds that they understand the manufacturer’s parameters and advocate effectively within them, communicate proactively, and provide clear, balanced feedback on what’s working and what isn’t. Above all, they remain a steady, reliable voice in every conversation.

For D’Onofrio, it’s about value, clarity and contact. When business tightens, communication increases and so does effort.

“When it’s harder, you work harder,” he says.

Promotions help but ultimately service matters more, he continues. The trust that is created from proven partnerships and a deep understanding of the retailer’s business has the most impact on who gets the order.

Advice to New Agents
Groeneweg carries a checklist he calls the Six Ps.

“Be professional, prepared, personable, punctual and proud of who and what you represent. Then add passion,” he says, noting retail floor experience is a bonus as it can deepen empathy while appreciating the challenges retailers face.

D’Onofrio adds a dose of realism.

“Treat the job like you’re starting at university,” he says. “Be mentally and financially ready for one to three years of building your business.”

The same resources needed to succeed in school — time, discipline and investment — are the very ones required to launch and grow a career in sales.

“Measure yourself relentlessly — daily, weekly, yearly. Track performance and learn from it.”

The Takeaway
Creating stronger retail sales associates equates to stronger retail stores — and agents are uniquely positioned to help strengthen them. A fair share of the responsibility for educating the next generation of sales associates falls squarely on reps’ shoulders. They keep the human connection in the face of increased digitization while bolstering communication along the supply chain — a critical ‘last mile’ in a customer’s decision-making process.

Strong reps do more than sell; they act as a vital link between the sales floor and wider industry. They bring back insights from every store visit, sharing their discoveries on what retailers and vendor partners’ need to know to stay ahead.

At their best, a manufacturer’s sales agent does more than just move product; they build relationships that drive growth. They mentor, motivate and model what professionalism in retail sales should look like. Technology may streamline communication and sharpen efficiency, but it’s the human connection that gives those tools their purpose.

Retail Pulse™ digs deep to uncover and share what’s happening throughout the Canadian home furnishings industry. Corrie-Ann Knell has served the industry in various capacities for more than 17 years, and provides her reflections on the many challenges faced by today’s leading retailers.