More knowledgeable about dealers than manufacturers, more understanding of internal management than dealers. -------------------------------

  1. Don't just tell your subordinates you want 30% growth next month; tell them the direction and the path.
  2. If you threaten salespeople with dismissal, they're most likely to go home and dig out their job applications.
  3. When seasoned salespeople are tired, changing their sales territory is a better approach.
  4. Focus on average performers and help them improve.
  5. Although 20% of customers create 80% of the company's profits, without the other 80% of customers, your company would have no reason to exist.
  6. Use encouragement and praise instead of intimidation and threats to motivate subordinates to perform better.
  7. How you view your subordinates is how they will perform for you.
  8. If you believe a goal cannot be achieved, it won't be.
  9. When you're about to do something, you always find you lack the necessary materials.
  10. Hamlet's question: "Develop subordinates or supervise subordinates?"
  11. The plans you make are always criticized by the boss as worthless, but in the end, it's your plan that you're asked to execute!
  12. The problems you worry about most always come when you least expect them.
  13. Sales targets keep growing, pressure keeps mounting. Income increases, but sleep decreases.
  14. Whipping the fast ox: the better you perform, the more impossible the tasks become.
  15. Sister Aqing's view: "All who come are guests," but gray market goods are a headache.
  16. During promotions, you find there's only one table of food, but two tables of guests.
  17. The dealer you fancy doesn't fancy you, and those who fancy your product, you don't want to give it to.
  18. After finally landing a client, the credit department blocks it.
  19. The major client in your territory is suddenly taken over by the head office.
  20. Just as a new product starts to gain traction, another new product is launched.
  21. No matter what conditions you promise when proposing, the dealer will still doubt what the rest of life will be like.
  22. It's easy to sign up a bunch of insignificant dealers, but successful dealers who maintain a good track record are like gold mines—everyone wants to find them.
  23. Small companies want to latch onto big shots (major dealers), while big, well-known companies want to find mistresses (small dealers, small agents).
  24. Reports submitted upward vanish like a stone dropped into the sea. When you've forgotten about them, you're told they've been approved.
  25. Our promotional posters are used by small shop owners to patch their roofs.
  26. Second-tier distributors are like mistresses: both loved and hated, and without status. They thrive on: short-term, fast, moving goods, and making money.
  27. While manufacturers sow seeds, agents think about harvesting.
  28. You love your own child, but others only see it as a money tree.
  29. Middlemen (wholesalers) ask, "What do you want today?" rather than "I have what you want."
  30. The farce of changing orders at dawn and revoking them at dusk is always playing out.
  31. After finally expanding the market, you receive a transfer order from the company. (Killing the donkey after it's done its work.)
  32. When you can achieve the same sales volume through a few big accounts, do you still need small and medium agents?
  33. Do you put 10 eggs in one basket and watch over them carefully, or put them in 10 baskets to spread the risk?
  34. Who sows the land, who reaps?!
  35. The company's hemophilia is: a natural customer churn rate of 15% to 35%.
  36. Only 5% of lost customers are due to price; the key is whether you care about them.
  37. No matter how careful you are, delivery and price mix-ups will always happen.
  38. Just as you finalize your promotion plan, you discover someone in the market has already used it.
  39. Before you've won your kingdom, don't play around with the Three Disciplines and Eight Notices.
  40. Only sales are the real deal.
  41. Trying to replace face-to-face communication with modern tools is pure nonsense.
  42. Phones and the internet can't deliver your goods.
  43. Don't rotate salespeople like a revolving door.
  44. Doing a good job doesn't necessarily mean promotion. Whether there's a position for you is what matters.
  45. The greatest security isn't having no competitors, but the performance of your company's products.
  46. When you teach others, you also improve your own level.
  47. A carriage without a horse is still a carriage. But if the horse has problems, the carriage may cease to exist.
  48. A manager is like a magician who must keep many balls (territories) in the air (meeting targets). If one ball drops, your act is ruined.
  49. When talking with subordinates, use the "feel → felt → found" approach.
  50. Giving orders isn't as simple as it looks.
  51. You can't figure out whether you're a "regional manager," "sales manager," or "customer service manager."
  52. The marketing plan from above is almost garbage; your job is to find the "gold" in the garbage.
  53. Don't grab others' rice bowls; just watch your own.
  54. It's right to polish the car before selling it, but turning the odometer back to zero is not.
  55. Say what you mean and mean what you say.
  56. Reject orders that are wrong.
  57. Cultivate a personal sense of responsibility for customers; treat them as your partners.
  58. When something beyond your authority happens, inform the customer promptly.
  59. You can treat customers to dinner, but your commission is your commission.
  60. Don't badmouth your competitors. Save that time to recommend your own products.
  61. For uncertain questions, give yourself time to think.
  62. Don't deceive the public on behalf of your company (especially in health products); they're not fools.
  63. Report good news and bad news to senior management early.
  64. "What must be revealed eventually should be revealed immediately!"
  65. There's no need to disclose your income to customers.
  66. If you have objections to company policy, raise them at meetings; once decided, execute.
  67. The highest praise from a customer is: "Do business with so-and-so; he says what he means" (frankness).
  68. Dialogue, not "monologue."
  69. Leaders like people who report to them frequently.
  70. Completing company-assigned tasks on time is "success."
  71. Don't give up near month-end just because you haven't met your targets.
  72. Don't assign more than five tasks to subordinates.
  73. "Focus on the issue, not the person"? That's for kids. Without people, there are no issues!
  74. A sense of achievement isn't about pay; it's about being able to get involved in company operations.
  75. Don't discuss a peer's performance with employees.
  76. When sales reps are on the front lines, don't communicate with them with negative emotions.
  77. Receiving a transfer order after opening up a regional market is the essence of thousands of years of Chinese traditional culture. If you only complain, you'll fail the political test.
  78. Always remember: the boss is the smartest person.
  79. Do what the boss asks well, and do what the boss's assistant asks even better.
  80. You can't offend anyone; you must learn to pick sides.
  81. Besides sales battles, you also have to deal with company politics. You must handle both, and both must be strong!
  82. The scariest thing is a market collapse.
  83. Never get involved in open or covert struggles, and never say against your conscience to frame others.
  84. Do what you love, and do it well.
  85. Do work you enjoy.
  86. You can disagree, but you must obey.
  87. Having a dream isn't the same as having a goal, and having a goal isn't the same as achieving it.
  88. The road to success is: work for the excellent → cooperate with the excellent → find excellent people to work for you.
  89. You can become an excellent salesperson through effort, but becoming a marketer requires talent.
  90. Only action closes deals, not what you know or understand.
  91. Quality isn't proven by a pile of documents; it's judged by the customer's eyes.
  92. Do 10% more than the planned task every day.
  93. If you haven't been in an industry for three years, you have no right to speak.
  94. Keep a zero-based mindset; ask yourself daily: "If I did the same thing today, how would I do it?"
  95. You're against your opponent (life and death), not competing with them (friendly match).
  96. When everyone says their watermelon is sweet, the best way to sell yours is: "My watermelon has white flesh!"
  97. Middlemen (wholesalers) are like bees; when there's no sweetness, they stop coming.
  98. Brands need support, support needs a foundation, and the foundation is "quality."
  99. The way to get a job: do better than you say.
  100. Process is more important than result.
  101. When blaming others, four fingers point back at you; when praising others, four fingers also praise you.
  102. You can leave other things behind, but paper and pen are essential.
  103. Remember: "Survive first, then develop"!!
  104. The boss is always right; what you should do is minimize the loss.
  105. Marketing channels and distribution channels are two different things.
  106. When there's only one fax machine, it's a decoration; when it's widespread, it's a powerful tool.
  107. Following and imitating only puts you behind others.
  108. Innovation: a 10% change on the existing foundation.
  109. When running, to surpass others, you have two options: find a shortcut or use a tool.
  110. Look at the big picture, start with small details.
  111. "Gray market goods" show our product has market demand.
  112. Wide channels and short paths are the future direction.
  113. Even if you haven't eaten pork, you should at least see how a pig walks.
  114. Don't give up near month-end just because you haven't met your targets.
  115. Don't assign more than five tasks to subordinates.
  116. "Focus on the issue, not the person"? That's for kids. Without people, there are no issues!
  117. A sense of achievement isn't about pay; it's about being able to get involved in company operations.
  118. Don't discuss a peer's performance with employees.
  119. Besides sales battles, you also have to deal with company politics. You must handle both, and both must be strong!
  120. Always remember: the boss is the smartest person.
  121. Do what the boss asks well, and do what the boss's assistant asks even better.
  122. You can't offend anyone; you must learn to pick sides.
  123. Go fishing where the fish are.
  124. Having someone in power helps you manage.
  125. "If they say you're capable, you're capable, even if you're not; if they say you're not, you're not, even if you are. You have to accept it." That's golden advice.
  126. First solve the problem of existence, then the problem of quality. That's the way to do things.
  127. Strategy and execution are like the gun and the trigger.
  128. Aim before you shoot.
  129. The chicken-or-egg question isn't important; what matters is which one you like to eat and which one you can actually eat.
  130. Without reports, you can't grasp the progress of events, even if you don't want to fill them out.
  131. I'm really afraid to look at reports; they make me dizzy.
  132. Discussing problems is meaningless; what matters is how to solve them.
  133. Even the best plan can fail if it's born at the wrong time.
  134. Doing what you know is impossible can still yield something—lessons!
  135. A skilled craftsman can turn rotten wood into diamond, but cannot turn sparkling crystal into diamond.
  136. You must understand how to do things, but more importantly, why you do them. That's the difference between a manager and a salesperson.
  137. Recite this daily: "What others don't have, I have; what others have, I have better; what others have better, I have newer; what others have newer, I change."
  138. For naughty dealers: give a slap and then a candy. (Carrot and stick.)
  139. Don't miss out when you pass by. Opportunity cost < cost of mistakes.
  140. What is the customer really thinking? I ask a thousand times!
  141. When motivating others, don't make them feel like you're manipulating them.
  142. Providing competitive, reliable products is what salespeople expect from the company.
  143. There's no regret medicine in the world.
  144. The simpler, the more effective.
  145. It's easy for high-end brands to enter the low-end market, but extremely hard for low-end brands to enter the high-end market. (e.g., Wahaha, Changhong TV.)
  146. Yes, the carrot is right in front, but often you can't eat it.
  147. A certificate or award might be more effective than 1,000 yuan.
  148. When salespeople's income exceeds managers', it means you've succeeded.
  149. Salespeople want to spend time selling, not explaining complaints to customers.
  150. If you use someone, trust them; if you trust them, don't doubt them; if you doubt them, don't use them.
  151. If goals are impossible to achieve, why would salespeople work themselves to the bone to reach them?
  152. People are most motivated to execute policies they participated in.
  153. If every problem has to be referred to the manager, then what's the point of salespeople?
  154. Day after day, year after year, anyone would get bored. --------------------------------------

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