Technical Sales Representative (TSR) or Technical Relationship Manager (TRM), What Is the Difference and How It Matters?
As a Technical Relationship Manager (TSR) at Anderson Technical Management Consulting, I have come to realize that in the process of networking and growing the company there has been a shift in Corporate America. We have all been witness to the rise of the Information Technology (IT) industry and its importance to all other industries. Information Technology is no longer a concrete being of hardware and software but, has evolved to include an abstract and logical force that has become the third largest industry globally. With such an impact in less than fifty years, companies must realize the importance of this paradigm and adapt accordingly or be a thing of the past. This paradigm shift of “Corporate America" has made technical skill set a relevant priority. In consulting with various firms, there is a demand for technical organizations or individuals who build relationships with clients, forecast their technical needs, and understand their client's strategic goals. These companies also want an organization or individual who can facilitate all technical needs instead of various individuals working with different platforms attempting to create an enterprise solution. By doing so, these companies cut cost, manage relationships, and extend the life of their software and hardware environment. In this process, it has become apparent that there is a clear and distinct difference between Technical Sales Representative (TSR) and Technical Relationship Manager (TRM). In my research, I have come to find the phrase "TSR" to be a misnomer in the world of Information Technology.
In a nutshell, a TSR is a person who makes cold calls to potential clients, goes door-to-door, does trade shows, etc. to sell whatever product or service that the company is offering. This individual may or may not have a background in technology. Emphasis is placed on the ability to sell. If a potential client is interested in the product or service the TSR will make a sale. Majority of these individuals work on a commission basis, the others are salaried employees with a salary range of $24k-$97k nationwide per Indeed.com. This position can become lucrative if you are a good salesman. Bottom line, this is what a TSR is, a salesperson. A person who can convince a company they need whatever product or service they are selling. They do not care about how it may influence other products or services your company is currently using. They do not care about your strategic goals. Nor, do they care where your company is going. So, why do most companies tend to allow TSR's to manipulate them in this way? Do not get me wrong, if your company is not interested in improving technology, innovation, or forecasting its future then by all means you need a TSR. Simply put, these companies do not understand what this does to their overall organization. If they do not have a TRM on staff or contracted to assess any product or service to insure the validity of necessity for their company; they tend to make costly mistakes and uneducated decisions.
What do you do when you work in an abstract world? How do you cope when your ideas and concepts are revolutionary and you are a visionary? Who is your go to person when a company does not comprehend the necessity of technology or what it has to offer their companies future growth potential? This is where a Technical Relationship Manager (TRM) sets itself aside from the Technical Sales Representative (TSR). A TRM also manages in-house or outsourcing needs of a business to streamline cost. By analyzing the current IT staff, a TRM can clearly advise on human resource needs and technical procurement. In saying this, it becomes essential for the TRM to have knowledge in Technical Project Management. You may be thinking at this point this is why I have a Human Resource Manager. Wrong! Time and time again I have observed many staffing endeavors where the Human Resource personnel does not fully comprehend the technical needs of the IT Department, the questions needed for interview, or the skill set necessary for a technical job. Then, company time is further wasted when a Hiring Manager is included in the process taking away time necessary to complete other company task. Other examples of incorrect skill sets are a IT Manager, CTO, or any other managerial staff that overseas your IT department and technical needs that does not have knowledge in all areas of IT. They may be good at managing but, they are not in the trenches day-to-day keeping abreast of the latest technologies, the up and coming IT products or services, and most importantly they are focused only on your strategic goals. They look to TRM's to answer the questions they have involving innovation or forecasting. Even a Technical Consultant is a resource but only focuses on the companies needs not how to formulate relationships. From an educational perspective, a TRM must at least have a graduate level of education with a focus on business and technology. Today's MBA is not what it used to be. The market has become saturated with these individuals and we can clearly see examples of how they continue to be a negative impact on the current global market from the stock market to the board room. To get a better understanding you may want to visualize an IT Manager, IT Consultant, IT Project Manager, and IT Sales Representative fused as one individual who holds the title of Technical Relationship Manager. From the relationship perspective, this aspect takes time. A TRM creates relationships with companies even before there is a need for their services. Why? It is important to have a clear understanding of what a potential partner or contractor is bringing to the table. It also creates an environment of familiarity. Once the task or job is completed a TRM must maintain communication. The information given thus far about a TRM is just scratching the surface of how this individual or organization works, the skill set, and their importance. With the economy being fickle, an organization must consider cost. Is it wiser to have a firm or individual on your team who can build relationships with other organizations in order to be cost efficient? When searching for a TRM you are not just looking for knowledge but a fair market value on services offered. If you choose to obtain technical needs they can negotiate rate. If you choose to run a project they can manage that project for you cost effectively. If you want to hire staff and ensure you are getting your needs met they can accommodate you as well.
In the world of Information Technology, it is important to build relationships. If you choose to look for the company who has the lowest cost or creating a buzz when you are in need, then your company has chosen to be reactive to their technical needs. Building relationships allow you to call on a partner in crunch time. It further reduces cost due to the understanding of future business. As you grow you want to align your business with an organization or individual who understands where you came from and where you are going? A company who has not looked at your financials and competition to plan a current IT project but someone who can gauge your strength and weaknesses based on past experiences. This individual or organization acts as a buffer. They bring the knowledge and know-how to the table to make viable decisions. They grow with you. My final question to you is, would you rather spend money on a costly product/service to find out it has not met all your needs or a Technical Relationship Manager's knowledge to save you from making such a monetary mistake? The choice is yours. Know that Technical Relationship Manager's are here to stay and very necessary in "Corporate America"!
