Richard Vaiea,  Stategic Partner

“I asked my dad what field I should go into, and he recommended I work on the equipment side of the fast-food industry,” Vaiea said.

Consequently, he spent 10 years with a dealer then known as Foodservice Supplies, developing strong ties with multi-unit operators like Arby's and KFC. Two years after the company was sold to QualServ, Vaiea was asked to head up Beltram Foodservice Group's sales center in Columbia, S.C., as a strategic partner, where he has been for the last four years.

Vaiea's work with a number of chain customers garnered him $7 million in sales last year.

RV: When I first became part of the foodservice industry 20 years ago, everything was based on good relationships and experience. After the information age, this was no longer the case. The industry changed from being relationship-based to one that's more focused on price. Consequently, there is not as much knowledge available, and this makes it more difficult to get necessary information. Technology has made those in the industry smarter, and this is both good and bad. Service, technology, information, samples, catalogs and reports cost money. Being part of buying groups helped to cover these costs. When a market is driven by price alone, these services are devalued, yet still expected. People need to remember that going with the lowest price is not always the best option.

FE&S: How do you handle difficult situations with your clients?

RV: If a customer is upset, I've found that it brings them to a different level if I remain calm, deal with the situation head-on and resolve it as quickly as possible. It helps to be very accessible and make quick decisions. By doing this, I've found that 95 percent of the time I make the right decision. Looking at a situation from different perspectives and examining the facts also helps resolve it quickly.

FE&S: How has technology made you more efficient?

RV: A lot of chains aren't providing their workers with internet access, because they don't want employees wasting time online. Consequently, only those working at the corporate headquarters have access to our catalogs. This sometimes makes communication more difficult, because it takes time to get the necessary information to the right people. We e-mail customers or fax them specs and pictures to verify information. We also make use of conference calls with experts to gather all of the necessary information. Accessing information is quicker and more accurate with today's technology.

FE&S: How can DSRs thrive in this economic climate?

RV: People need to remember that this is just a phase and it will pass. It's important to work smart, be quick and stay on the ball. Don't make people wait. If I'm working on an issue for a client, they will get a callback in 20 minutes. There may not be a resolution yet, but I will let them know I'm working on it. Being negative or playing the blame game wastes good energy that's put to better use by being productive. It's not what happens to you, but what you do about it that matters.

FE&S: What advice would you give other DSRs?

RV: Success is not about money, it's based on accomplishments. Everyone should try to learn five new things about the industry every day and record them in a log. Try to surpass what you think you can do, and never settle for being average.