Can Your Superstar Sales Person Become Your Superstar Sales Manager

Finding the right person to fill the sales management role is a common quandary in wholesale distribution. It can be especially challenging when a decision is based strictly on sales territory performance without regard for the specific skill sets required to lead a sales force.. 2005 has been a good year in wholesale distribution with some industries recording double digit growth rates. With market cooperation like that, most sales people are smiling as they hit or exceed their quotas. Deciding on the right sales person to promote to sales manager can become a difficult and risky decision..

“We need a new sales manager. Let’s promote Tommy, he’s our leading producer in field sales.”

“No! We can’t afford to lose Tommy’s production in the field.”

“That’s not a problem. He can be a working sales manager and still call on his key accounts.”

Most of us should recognize that conversation but not many of us recognize the fallacies that lie within it. In wholesale distribution, it seems that the primary prerequisite for becoming a sales manager is being the top performing sales person. Promoting our top performing sales person to sales manager simply due to results is a big mistake. Personal experience tells me it has less than a forty percent chance for success. Our chance of success is decreased even further if we really believe that our sales manager can manage the sales force and still be solely responsible for a number of high volume accounts.

Different Skill Sets

It is an undisputable fact that different skill sets are required to become a successful sales manager as compared to being a successful sales person. Selling is a profession that requires professionals. Managing a group of professionals with the type of personalities required to succeed in sales is no easy task. Yet, in my humble opinion, it is probably the most important management position you can hold in a company. Sales management holds the key to meeting company objectives. Effective sales management builds the platform for success. Sales people are not the easiest group in the company to manage. If they were they would not be sales people. Selling is not easy. It takes a special talent, self motivation, self discipline, a passion to succeed and the ability to accept rejection. The reality of the situation is simple. The majority of sales people are not managed well. Let’s look at some common sales management mistakes to help us develop the list of hints I promised that will increase your ability to determine which sales person at your company is likely to succeed as sales manager.

Mistake —– Low tolerance for process.

Let’s face it, there probably isn’t a sales person alive that likes paperwork and administrative tasks. However, a Super Star Sales Manager will be process oriented. They understand that success in sales is driven by best practice and best practice is built around process. Sales effectiveness depends on predictable and repeatable best practice. The Super Star Sales Manager will create the kind of culture that negates the inherent aberration by sales people for process, structure, detailed and documented action planning.

HINT #1

If your star sales person embraces structure, pays attention to detail, is always current with required communications, documents his action planning process and doesn’t whine about administrative requirements passed down by corporate, chances are he/she will have a high tolerance for process. This means he/she possesses a basic understanding of structure and accountability. Everything isn’t locked up in their head just because they have been doing it a long time and have had great success.

Mistake —– Weak coaching and mentoring skills

Relationship equity is still a primary ingredient for sales success. However, relationship equity with the customer is quite different than relationship equity with peers, subordinates and executive management. A Super Star Sales Manager will build enough relationship equity with their sales force to be able to provide effective coaching and mentoring in reviewing the sales person’s activities. They understand that you must manage activities and measure results. This coaching and mentoring process includes buddy calls, monthly territory reviews that provide support and resources to leverage individual sales talent. This process includes opportunity recognition and pipeline management. What does the sales person have in the pipeline? Can the sales manager provide proactive support and resources to increase the chance of success?

Hint #2

If your star sales person is reluctant to accept or seek out help, this may be an indication of the Lone Wolf methodology. Maximizing territory performance requires a team effort. Utilization of all resources and support is mandatory to grow market share and maximize profitability. Look for the sales person that is successful but recognizes that they are not alone. Look for the sales person that shares the credit for success, coaches the inside sales staff, recognizes the contributions of customer service personnel and others in the organization. This sales person has also gained the respect of his peers and is often seen giving advice and sharing ideas.

Mistake —- Lack of development programs and leadership skills training

Leadership skills are extremely important to effective sales management. This is especially true when managing a sales force that leans more to the route mentality, is in a comfort zone, becomes complacent or is focusing on demand fulfillment as opposed to demand creation. The ability to recognize the need to adapt your management style not only to the situation but also to the individual is a key to gaining respect and trust from the sales force. This is a learned skill. Failure to seek out leadership skills training can be detrimental to success. A prerequisite to success in sales management is the ability to recognize talent and develop that talent. A Super Star Sales Manager will recognize talent and is willing to help develop that talent to reach its highest potential. They also prune the garden effectively. This means they hire well but fire even better. Failure to formalize a development program for sales management is a big mistake.

Hint #3

If your star sales person is not interested in attending seminars, doesn’t listen to self development tapes and hasn’t read a sales book in the past year, chances are they believe they are as good as they are going to get. Look for the sales person that is willing to be away from his territory, sacrificing commissions to increase his individual knowledge. This is the type of sales person that is a sponge when it comes to continuing education in the fields of sales. This person not only seeks company sponsored training but is willing to invest his own money and time in self improvement activities. They have a philosophy of continuous self improvement striving to be the very best that they can be.

Mistake —- A Member of “The Lucky Territory Club”

Numbers alone don’t always tell the story. We need to analyze each individual success story. Just because a sales territory has performed well doesn’t automatically mean the sales person is a star. A ten percent sales growth sounds great but how good is it if the potential growth for that territory should be in the twenty or thirty per cent range. A ten percent sales growth in that territory sounds great but how good is it if the market in that territory actually grew by thirty percent and the sales person was in a comfort zone walking by opportunities daily.

Hint #4

When evaluating your star sales person for potential promotion, analyze the numbers thoroughly. Is the sales person the real reason for that territory success? Are the numbers as good as they appear when you consider all the factors? Determine how this territory was established. Is this sales person responsible for the long term growth of this territory or did they inherit it. Analyze new account development in this territory. Evaluate this sales persons prospecting skills. How many new accounts have been developed in the territory? What kind of penetration success has been demonstrated with existing accounts?

Hint #5

Look for the sales person that has the ability to think strategically. They are willing to sacrifice personal gain for the benefit of long term company success. (A rare quality). A sales person that may be a maverick and shoot from the hip occasionally but every risk they take is a calculated risk. Their personal objectives for territory performance are in alignment with the company’s strategic objectives in relationship to product development,, segmentation, vendor development and margin initiatives. Look for the sales person that has good communication skills internally, one that has learned to listen exceptionally well, a skill that often eludes some of the best sales personnel.

If you are ready to promote your star sales person to sales manager, pay attention to the hints listed in this article. If your star sales person measures up according to the factors discussed in this article, your chance of success increases dramatically. That means your Super Star Sales Person can become your Super Star Sales Manager. If they don’t measure up according to the hints discussed, look deeper into your sales organization for that sales manager or go outside the organization. There is no such thing as entitlement. Remember, different skill sets are required to be an effective sales manager.

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Why Developing Your Sales Managers is Crucial to Your Sales Success

It may surprise you to discover that many Sales Managers learn how to be a Manager on their own.

According to the latest international study on Sales Training and Sales Force Effectiveness, many Sales Managers are given very little or no support when it comes to being a competent, effective manager. In fact, many Sales Managers reported that they were given no formal training in Sales Management practices, either before or during their tenure.

The study reported that Sales Management training is the category of sales training that is addressed with the least frequency, in fact it is less than annually or not at all.

The study also reported that if Sales Managers were more frequently and better trained and coached then their sales teams achieved higher performance and results. In no other type of sales training was a more positive correlation found between frequency of training and sales performance. Interestingly, it also revealed that sales training doesn’t need to be delivered in formal classroom settings.

As with many sales people who follow no logical process when selling, so it is true for many Sales Managers who fly by the seat of their pants and are often left to their own devices. These international findings further support our 15 years of observations in the Australian market place that Sales Management development and performance is not taken as seriously as it should be.

Would we let a football coach without any experience or formal training in coaching become the head coach an elite football team? Not likely! At the very least, we would expect them to do a coaching apprenticeship. In addition, many of the current crop of elite sporting coaches have also undertaken formal education and training to earn the right to apply for senior coaching roles.

Sales Managers need support if they are to be of best value to your business, your team, and to themselves.

Where do we start? Let’s look at some of the broad core capabilities they need to be competent in the 21st century sales environment:

Strategic Action – Understanding industry and organisation; taking strategic actions
Coaching – role modeling, feedback, trust building
Team Building – designing and managing teams, creating a supportive environment
Self-management – fostering integrity and ethical conduct, managing personal drive, developing self-awareness, decision making and management skills
Global perspective – cultural knowledge and sensitivity, global selling program
Technology – understanding new technology, sales force automation, customer relationship management
As you can see there is a lot to know and apply in the role of Sales Manager. So, how do we support them in their development? Formal classroom training on key topics is a great start, however it is important that these are spaced at regular intervals – for example, run over a few months with 1 or 2 sessions and follow-ups rather than squashed into a week with no follow-ups. The formal classroom sessions should also be supported by much more frequent activities which can include local or distance coaching (group and one-on-one), combined with regular access to advice and topics of interest such as talent management, time management, and business trends. This type of support needs to become part of a development regimen for those who are in Sales Management or those that aspire to be Sales Managers.

When formal and informal development is consciously applied and supported in the workplace it can have amazing effects for the Sales Managers themselves and their teams.

For instance, in addition to classroom sessions, in regular tele-coaching sessions (monthly 1-hour group sessions with up to 4 Sales Managers) for several companies, the managers share and discuss their needs, challenges, ideas, and strategies for effective sales performance in their teams, as well as their own needs and development as leaders. The feedback has been very encouraging. Some feedback we have received from them so far includes:

it is a collaborative learning environment
great ideas exchange, learn a lot from each other
peer support – only time we get to really work with each other and share ideas without another agenda crowding the discussions
no hidden agenda – feels safe, supportive, useful
independent view from coach keeps ideas fresh and focused on the sales agenda piece while finding ways to integrate with ‘well managed’ piece and other priorities
keeps the concepts and program we are running top of mind and makes sure we do it and don’t lose it
makes sure we are really implementing the tools and content properly
One manager stated: “This has supported me by providing a consistent frame of reference for all of us to work around. This has been a program that all the staff has been involved with rather than ‘another message from above’… ‘The best part has been the follow-ups on the phone with the other Sales Managers. Hearing their experiences and applying some of their takes on the principles has been very beneficial, and the re-enforcing of the principles and the increased familiarity and use of them has added measurably to it being embedded in my dialogue with my team.”

These conversations are not just ‘chats’ they are based on substance and the critical things that Sales Managers need to know and apply. So, if you think you can solve the problem with a simple, unstructured monthly ‘chat’ think again.

Now that we have discussed the importance of developing Sales Managers, let’s also remember to consider the Sales and Sales Management experience and expertise of the people you choose to support your managers through training, coaching, and mentoring. A deep subject matter expert will be able to provide both the practical and theoretical support managers need for them and their teams to succeed.

While a monthly coaching or training session may not seem like much, many Sales Managers are in need of support and help, especially now in these tough markets. You can make a big difference to your sales results if you take a little time out to develop your Sales Managers.

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When Selecting a Sales Manager, Good Is Better Than Best

It has been the accepted practice for decades that the best performing sales representatives are the ones most likely to be promoted to sales management positions.

Coincidentally, if you were to ask sales executives to evaluate this practice, most assuredly nearly all would reply that two things happen — neither of which is good!

First and foremost, a high performing sales person is taken out of play, so the team loses a great salesperson.

Secondly, the former high performing sales person usually turns out to be an average or mediocre manager, so the team loses again. Sometimes the company loses because many times the former high performer, now less than average manager, will find employment elsewhere.

Some of the cause for this outcome is the fact that companies tend to spend a great deal of time and money on technical and product training for sales representatives, but spend little or no time and money on leadership and management training. Leadership and management skills and leadership abilities should be the qualifying actions and requirements before promoting any sales representative to manager.

The practice of promoting the high performer continues throughout all business enterprises in the United States. The practice is based on two assumptions. It is assumed that promoting a high performer is the right thing to do as a reward for success. And highly successful sales representatives will be good leaders.

The former may have some merit, but the latter is clearly neither a sensible or logical conclusion. As suggested in the opening paragraphs, a high performing sales record does not assure the ability to lead. There is much evidence to support this assertion.

Professional sports teams are great examples. Many former professional baseball, basketball, and football players became or are now Head Coaches or Team Managers. Only a few of them were top performers. Some were good performers, and many others were just solid players. After all, anyone who is on a professional team is head and shoulders above us ordinary people, but not all of the extraordinary are super-stars. There are those who are the elite within the elite.

Generally, the superstars who become coaches or managers are not usually great managers or coaches. There are exceptions. Bill Russell comes to mind as a good example of a superstar who was a highly successful coach. His teammate K.C. Jones was a very good player who was probably an even better manager.

The former players who become successful Head Coaches and Team Managers were usually good players, but not superstars.

Phil Jackson is an example. Who would have thought that the “Human Coat Hanger” as an off-the-bench player for the Knicks would become the “Zen Master” and highly successful Head Coach of both the Bulls and the Lakers winning many national championships for the two teams.

Another example is Tony LaRussa. He retired after winning another World Series with the Cardinals and he will go the Baseball Hall of Fame as a Manager, not a player in the major leagues.

Most former professional football players who have gone on to being a successful Head Coaches were not superstars. On the other hand, not many professional football superstars became successful head coaches.

How does this apply to selecting a sales manager? Here’s how.

Sales reps are very competitive and often have huge egos. That’s okay. Those are traits that benefit the execution of their craft. Top performers like superstar athletes have high expectations not only of themselves, but also of all the others on the team.

The professional players who were less than superstars know that everyone on the team has a contribution to make, so their expectations are not for everyone to be a superstar, but for everyone to contribute to the team as expected.

This is the single most significant reason why the non-superstars make better coaches and managers. While the fact remains that everyone on a professional sports team is part of an elite group, there are those among the elite who are more elite. The latter group often does not relate well to the former group.

And this is why the top sales performer most likely will not be a good sales manager or leader. The top performer’s expectations are likely to be too high. The top performer expects that everyone else on the team will share his drive, his discipline, his methods, and his zeal. That expectation is unrealistic.

It is not uncommon for a previously top-performing sales person, now promoted to manager, to affect what I call the Clark Kent syndrome. The syndrome often engages when the superstar manager meets with customers along with a territory sales representative. When the former top gun salesperson perceives the territory sales rep to be floundering or slipping up before the customer, the new manager will not hesitate to push the territory rep aside and take over the situation in much the same manner as Clark Kent would rip away his shirt and tie revealing the big Superman S.

This action may “save the day”, but once again at least two things happen that are both bad. The customer begins to lose confidence in the sales rep, and the customer will likely contact the Sales Manager, rather than the sales representative, when the next issue arises.

On the other hand, the good performer turned manager is likely to understand the importance of supporting the local sales person rather than being Superman.

I instructed the Sales Managers reporting to me to not only stay in the background, but also to not give the customer a business card. I told the Sales Managers to give any excuse they could to the customer for not having a business card, but to assure the customer that the local rep would be in contact if needed. There was no way we wanted to the customer to circumvent the local sales person as it happens sometimes.

Good performers, who are promoted to sales manager, usually understand the dynamics of the team and the contribution of the individual members to the team. The good performer turned manager usually knows how to motivate and to stimulate the strengths of each individual on the team to produce and to contribute because someone probably treated them that way or they knew they couldn’t do it all themselves like superstars tend to think at times. The expectations of a good performer now manager are likely to be both grounded and directed to achieving team goals and objectives rather than individual goals. And perhaps the most beneficial trait of the good performer, now manager is that the competitive nature of his team members will be channeled towards competitors rather than between or among fellow team members.

Leadership is the essential component. Leadership manifests itself in many ways. One should expect a manager to be a leader, but not all leaders on a team are managers. Top performers are expected to be role models and to lead by example. Whether it is habits, discipline, planning, organization, appearance, or temperament, the top performers must be role models.

Sales Managers must be more than role models. They must be leaders.

Sales Managers must be visible and not hidden behind a desk. At the same time, Sales Managers are not the person on the white horse leading the charge. Good leaders are those who work alongside their team and who let each team member know the value of the role each plays as part of the team.

Leaders are not just a “pretty face” or a “fast talker”. Charisma is not leadership. Many charismatic personalities have the ability to draw people to them, but often have nowhere to lead those drawn.

Leaders understand that front-line sales personnel are not “cannon fodder” or some other dispensable tool. On the contrary the front-line sales teams are indispensable to achieving the business objectives of the organization.

Leaders are not just bosses who tell team members what to do. Bosses capitalize on power that generates limited success and generally leads to disgruntled, lifeless, and dispirited team members. Leaders stimulate and encourage team members to do their part in the whole scheme of the company goals.

And perhaps most important of all, leaders do not view kindness and appreciation as something weak or beneath them. Leaders know that positive reinforcement may be the most powerful leadership tool there is. Leaders recognize the value of telling team members that they have done a good job or showing thanks for what they have done.

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Effective Sales Management Performance

Why Sales Managers Hate Performance Management
Performance management can be a dirty job. Many managers shy away when having to deal with performance issues. My approach says “bring it on.” I believe that non-performing players need to get their act together or there is no place for them on the team. Here are a few considerations when addressing sales performance issues.

Opportunity Cost:
What happens when one of your sales people is not performing? Companies have set up a process for addressing performance issues. Some of these processes can take 3 -6 months to determine whether the sales rep can address their performance gaps or if not, are fired.

When addressing a reps performance, sales managers will use formal Performance Improvement Programs (PIP). These are formal procedural documents used to demonstrate that the manager is serious about a reps poor performance. The manager’s task is to document areas that require improvement if the rep is going to remain on the team.

Managing a PIP is time consuming and stressful. Much of the documentation is in the manager’s hands and of course there is added tension between the sales rep and manager. This results in strained communication and mutual lack of trust.

Focusing on a non-performing sales rep diverts a sales managers’ time from important activities, such as coaching reps with greater potential. Many sales managers do their best to be fair and give the rep a chance to prove themselves. They give the rep the benefit of the doubt and allow the PIP to drag on. We all know the opportunity cost in terms of lost sales as well as additional management time spent on the individual. As a rule, do not allow a PIP to linger for more than 3 months. Either the rep can perform or its time to part ways.

Stay Focused on the Desired Result
It is critical to assess the issues when dealing with poor performing sales reps. Depending if it is an attitude or effort issue, a decision needs to be made if the rep is to remain part of the team. I know HR must follow proper procedure, but if you have a bad apple you throw it out. You need to focus on the outcome that you think is right for the organization. Being very clear with what you want as the end result is required up front so you don’t waver through the process. Managing a 3-month PIP means determining if the rep is a player you want on your team and then managing that PIP effectively to achieve the outcome. If you believe the sales rep can pull up their performance then you give them the chance. It’s not about lying or deceit, it’s about making sure you have the right people on your team. Clarity will ensure that the process is seamless and effortless.

Enough with the Perpetual PIPers (PP)
We have all come across the PP. This is the sales rep that can do a high quality sales job but is not willing to put in the time or quantity of activity that would up their performance. I call them the “talented slacker”. They are content to meet annual sales objectives, but not exceed them.

The disparity arises when a new manager joins the team and their performance gaps become glaringly apparent in relation to their peers. The new sales manager gets tired of pushing the talented slacker to do more and eventually puts them on a PIP. Because the sales rep doesn’t lack the quality, they temporarily up their activity and thus satisfying the terms of the PIP.

Overtime the perpetual PIPers will fall back into their old habits until a new manager arrives and the process repeats itself. Once a rep is on a third PIP, I say 3 PIPs and you are out! The third PIP is a termination letter.

Be Proactive:
All your reps should be on a SIP! A SIP is a Sales Improvement Program. If you want to proactively manage performance, every sales rep in the organization should focus on at least one area of improvement to take their performance to the next level. Even your STARS have opportunities for improvement that can take them to a higher level of performance. You can call it a SIP or a coaching journey. Regardless, proactive sales managers are always looking to elevate the performance of each of their sales reps to maximize results.

Conclusion:
Every rep should be on a program as a means of improving their performance. Companies who are truly performance based should be focused on continual improvement from all their sales reps. If a rep is not performing you need to be clear, concise and expeditious when addressing a performance improvement program.

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Transitioning From Sales Rep to Sales Manager

Sales people often are promoted into management positions – primarily based on their sales success. While congratulations certainly are in order, success in these situations raises some unique challenges.

Just because a sales people excelled at face-to-face selling doesn’t mean they will excel as a manager. Their responsibilities extend far beyond face-to-face selling. Yet,new managers often are promoted without receiving a lot of help in building the relationships and skills required to be an effective sales manager. So what happens? They often end up doing one of two things: (1) spending time in front of the customer helping their sales people sale – sometimes that’s can be a good idea, sometimes not so much and/or (2) using sales managers they’ve had in the past as a model – again that’s a “sometimes” good idea.

So, let’s look at this from a relationship perspective and examine how a sales person can make the transition from sales person to sales manager. One common situation is worth noting as a backdrop for exploring the issue. Often the promotion occurs within the current sales team or from another team in the same organization. In either case, it’s very common for members of the sales team to know the sales manager before the promotion – resulting in some unique issues these new managers must address.

Let’s look at some of the relationship best practices for making this transition.

First, re-write the ground rules with your new and prior team. While it’s okay to gossip, gripe, and even poke fun at each other when peers, after a promotion that changes. The new sales manager now is responsible for setting direction for the sales team, structuring territories, holding people to deadlines, allocating resources, and assessing performance. Staying friendly is important, but developing some new rules for the road is also critical if the new sales manager is to be effective. They need to re-contract the relationship rules with the team as a whole and with each member of the team.

Second, new managers must cultivate relationships with their new sales manager peers. Other sales managers and managers in other groups such as sales support and marketing can provide the insight and support needed for the new sales manager to succeed. There is little question that the sales manager is the “pivotal job” for building a great sales team. But, there is a lot more to it than just being good at selling. So, leveraging the insights of other managers is a must do for getting a good start in making the transition from sales person to sales manager.

Last, new managers report to a Regional Director or VP of Sales, and must learn the written set of new responsibilities and an unwritten collection of expectation form the leadership team.Understanding both is important. Building a viable communication process and style with the members of the leadership team is a critical step in the transition process – yet too often it is postponed too long.

It is easy to argue that the transition from being a rep to being a manager is one of the more difficult transitions in the world-of-work. This is due to the high profile and quantifiable nature of sales and to the criticality of the sales manger role. Not only is the transition difficult; it is also one that needs to be executed expeditiously. Building, managing, and leveraging relationship is an important first step in the journey.

For more than 30 years Dr. Richard Ruff and Dr. Janet Spirer – the founders of Sales Horizons – have worked with the Fortune 1000 to design and develop sales training programs that make a difference. By working with market leaders – such as UPS, Canon USA, Smith & Nephew, Boston Scientific, Xerox, Owens & Minor – we have learned that today’s standard for a great sales force significantly differs from yesterday’s picture.

Sales Horizons offers companies a new generation of proven sales training programs designed with Fortune 1000 companies… that you can deliver, modify, and brand to your organization. And the one-time license fee is compatible with today’s economic realities.

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The Benefits of Stainless Steel Roller Chains

Typically, roller chains can be found in a lot of mechanically powered systems. For instance, you can find them in a number of environments like automotive industries and agriculture systems. Examples of automotive industries they are used in are bicycles and motorcycles. In this article, we are going to take a closer look at some of the common benefits of roller chains made of stainless steel. Read on to find out more.

Rollers chains are also commonly used in conveyor belts and many other industrial assembly environments. Aside from this, you can find these systems in many other environments too.

Advantages of Stainless Steel Roller Chains

Although these products are made of other metals as well, stainless steel is the most common one. This is because this metal offers a lot of benefits. Some of them are listed below. Please note that this list doesn’t talk about all the benefits the unit offers.

Food Applications

Stainless steel roller chains are quite popular in the food industry for many reasons. One of the main reasons is that the steel offers immense strength unlike other metal types you can find and use.

Therefore, products made of this metal can withstand even extreme conditions. Another good thing is that it’s much easier to clean. For instance, in an environment where food packaging, processing and handling is done, you may need to clean the chain more frequently. This is what makes these roller chains a great choice.

Temperature Resistance

Another great thing about these roller chains is that they can work fine even if you place them in an environment where temperature exceeds 400 Celsius. In the same way, they won’t stop working even if you use them in a place where temperature drops below -20 Celsius. This is what makes it an ideal choice in environments that are not good for other metals.

Corrosion Resistance

They are also corrosion resistant even if used in acidic or alkaline environments. In many industries, these roller chains are used either in alkaline or acidic settings. This is why they are preferred in a lot of industries. Aside from this, it offers quite low magnetic permeability. Therefore, we suggest that you opt for them instead of other options out there.

Heat-Treated

Another good thing about these chains is that they are heat treated for a lot better temperature resistance. Plus, they are put under a lot of stress for testing purposes to reduce the chances of stretching issues or premature leakage. So, as far as safety is concerned, this is the best choice you can take. They can save you a lot of money due to their long lifespan.

Long story short, these are some of the most common reasons why these roller chains are quite popular these days. Although they can’t be the best option for all types of applications, they can work well in many environments. Therefore, if you want to opt for them, we suggest that you give them a go. You won’t regret your choice.

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