---
title: "5 Standardizations and 9 Tips to Help Ordinary Salespeople Achieve Tenfold Performance"
description: "The key factor in whether a product succeeds is not the product itself, but the frontline salesperson. This article provides five standardizations and nine tips to enhance individual sales capability, including creating standardized templates, using mentorship, summarizing successful cases, fostering positive mindsets, and building a motivating culture."
author: "酒类专业财经媒体"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2019-08-31"
categories: "Capital, Earnings & M&A, Distribution & Channels"
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citation: "酒类专业财经媒体. “5 Standardizations and 9 Tips to Help Ordinary Salespeople Achieve Tenfold Performance.” New Distribution, 2019-08-31. https://xinjignxiao.com/en/articles/5-standardizations-and-9-tips-to-help-ordinary-salespeople-achieve-tenfo-ff9a6863/"
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---

# 5 Standardizations and 9 Tips to Help Ordinary Salespeople Achieve Tenfold Performance

> The key factor in whether a product succeeds is not the product itself, but the frontline salesperson. This article provides five standardizations and nine tips to enhance individual sales capability, including creating standardized templates, using mentorship, summarizing successful cases, fostering positive mindsets, and building a motivating culture.

Whether in the baijiu industry, FMCG industry, or any other sector, what is the most critical factor in determining whether a product can be done well, can be built up, and can quickly gain volume? Some might say it's whether the product is attractive, others might say it's having a good operational approach, still others might say it's finding a good distributor or whether the manufacturer invests heavily, or whether there is high-altitude advertising, etc.
All of these factors are related to whether a product can be done well, but they are not the most core factor. In my opinion, the most core factor should be people, specifically frontline salespeople. If a salesperson's individual combat capability is strong, they can achieve tenfold results with one effort and win by surprise. So how can we improve the individual combat capability of salespeople? I will explain this for you from the following aspects.
**Build "foolproof" templates to form standardization:**
For those who have never done sales, sales always seems complex and profound. This creates a sense of fear, and the most typical example is that new salespeople are afraid to enter stores, and once they do, they don't know how to communicate with the store owner. The whole state is chaotic. What is the main reason for this chaos?
The main reason is that salespeople don't know what content to communicate with the store owner and how to communicate to facilitate a deal. So as managers, we can summarize the daily work of employees into a model, or a fixed template.
For example, for introducing products, managers can write a written version of "product selling points introduction"; for how to open new stores, managers can write "how to introduce products and respond to terminal questions"; for how to conduct terminal visits, managers can write "eight steps or five steps for terminal visits". By forming such fixed templates and training salespeople, we turn many intangible things into tangible ones, giving salespeople a guideline to follow and avoiding blindness (this method is most suitable for new employees who have never done sales). This will basically improve the level and ability of salespeople, at least enabling them to conduct terminal visits normally, not being left speechless by store owners, and not being unable to introduce products.
**Use the "mentoring" mindset to build a learning culture:**
You become like the people you associate with, which fully demonstrates that people are easily influenced by those around them. Sales managers and supervisors have rich practical experience. The main purpose of mentoring new employees is to pass on their good habits and practical experience to them, so that new employees truly understand how work should be done.
When mentoring new employees, sales managers and supervisors should pay attention to the following issues or achieve the following points:
**1. Door-to-door visits.** No matter how small or large the store, you must visit it, truly not skipping stores, and inform each store of the policy. This is also the most important criterion for a good salesperson, and this habit should be passed on to basic salespeople.
**2. Always transmit positive energy:** Managers and supervisors are not gods; they will also encounter difficult and harsh terminal store owners, which is normal. In such cases, managers and supervisors cannot complain, because your emotions affect salespeople at all times. You should tell salespeople that this situation is normal, that the owner has this personality, and treats every salesperson the same. Keep visiting persistently; one day they will cooperate with you. Persistence pays off. If you say this, salespeople will think this way, because salespeople are like blank sheets of paper, and in their eyes, you are currently the expert.
**3. On-site teaching:** After negotiating with each store, you should analyze the sales pitch with the salesperson: how did you talk about opening the store, in what order, how did you respond to the owner's questions, if the store opening succeeded, what was the key point, if it failed, why did it fail? You should explain the key points to the salesperson, achieving on-site teaching.
**4. Visual merchandising:** Terminal visual merchandising is actually a technical job and is also the daily work of FMCG salespeople. The principle of visual merchandising is: beautiful, effective, and impactful. Managers and supervisors must lead by example in doing terminal visual merchandising well, and also teach salespeople why to do it and how to do it well.
**5. Give salespeople opportunities for hands-on practice:** You can never learn to swim without getting in the water, so find stores for salespeople to practice in person. As managers and supervisors, provide on-site guidance to salespeople, and they will definitely improve quickly.
**6. Break salespeople's thinking; don't set limits:** If a salesperson has never had a single terminal order exceed 10 cases, or more, that itself is a problem, indicating that the salesperson's single-store transaction has never broken through. But the number of core stores a salesperson has is fixed in the short term, so total sales cannot have a big breakthrough. How to solve this? As managers, we must formulate large-tier policies.
For example, a 50-case policy or a 100-case policy, because only by setting large policies can they be achieved, and once achieved, salespeople's thinking can break through. At the same time, as managers, we should not only guide salespeople to negotiate large orders but also take them to negotiate large orders. Even if one deal is closed, the salesperson's thinking will break, and they will know how to negotiate large orders. With this knowledge, are you still afraid that volume won't increase?
**Summarize "successful cases" into models:**
Doing business and studying have commonalities. Learning to summarize is crucial for improving one's abilities. When you close a deal, summarize the most critical point that facilitated the deal. Negotiating activities definitely requires skill, and regular summarization will help you find these skills, thereby greatly increasing your power.
**1. Negotiate activities from high to low:** Many salespeople have heard this phrase, but they don't do it because they don't understand it deeply. First, negotiating from high to low makes it less likely to miss big customers. Second, it's a psychological point: when you buy clothes, if the store owner quotes 50 yuan per piece, how much can you bargain down to? Getting to 30 is already good. But if the same clothes are quoted at 800 yuan, would you be embarrassed to ask if they'd sell for 30? Definitely. The same applies to negotiating activities: if you start by asking for 3 cases, you might end up with 1; if you start by asking for 10 cases, think about it—is it possible to close 5 or 8? It's not just possible; it's definitely possible.
**2. Leave enough room for maneuvering when negotiating activities:** Most store owners will bargain. As salespeople, we know this clearly, but some salespeople still cannot respond flexibly, ultimately losing deals that should have been closed. If the company stipulates 10 cases gets a barrel of oil, experienced salespeople negotiate with customers for 12 cases to get a barrel, and finally close at 10 cases. Inexperienced salespeople strictly convey the company's requirement of 10 cases for a barrel, and if the owner asks for 8 cases, what do you do? If you close, you not only don't get commission but might lose money; if you don't close, it's a pity, creating an awkward situation of "tasteless to eat, a pity to discard."
**3. Flexibly combine activities:** The company stipulates 10 cases gets an induction cooker, 20 cases gets a microwave. A master would promote that 35 cases can get both an induction cooker and a microwave. This is a mindset. Sales are flexible and changeable, not static. As salespeople, without violating company principles, we must be adaptable.
There are many more such experiences and skills. As salespeople, we should regularly summarize; as managers, we should summarize the successful experiences of all salespeople, then train everyone to improve individual combat capability.
**Establish "correct mindsets" to create benchmarks:**
The word "mindset" sounds a bit mysterious and might feel a bit vague, but it's not. Correct mindsets are crucial for improving salespeople's performance and forming good habits.
For example: Negative mindset: "I get a headache when I see this store." Positive mindset: "I want the store owner to get a headache when they see me." You'll find that with a positive mindset, there's no store you can't conquer, because your goal is to make the owner see you and get a headache. You've let go of fear and so-called face, ready to accept all rejections from the owner. With such a mindset, you'll be invincible.
Another example: Negative mindset: "I think this store won't order." Correct mindset: "Never rely on 'I think'; let facts speak. I need to notify every household of the activity policy." In this business, the phrase "I think" is harmful and can lose many customers. So first, establish the correct mindset for salespeople: "Never rely on 'I think'" and "Drink only to slight intoxication, and life is full of joy; sell liquor with effort, and you'll make more money!" As managers, we should post these correct mindsets on the wall and read them every morning. This way, our salespeople's daily work efficiency can be greatly improved, and performance will naturally rise.
Use positive mindsets to establish benchmark salespeople: The power of example is infinite. The role of a benchmark is not just to sell goods, but to use actual actions to tell others, "I can do it, and you can too," which increases team confidence. Invisibly, it leads the team forward, and nothing is impossible. As senior managers, we must spare no expense to cultivate benchmark salespeople. For outstanding salespeople in our own team, as managers, we should help them find incremental opportunities, making the excellent even better. At the same time, we can also discover exceptionally outstanding salespeople in the same industry or among competitors and poach them at high cost.
**Build a "mechanism culture" to achieve emotional connection:**
Heavy rewards will bring brave men. Don't just spend heavily on promotions, displays, and advertising, and overlook the most critical point: frontline salespeople.
Only when salespeople are willing to work with passion can the above actions be executed and implemented, truly taking effect in the market. So the competition between products and between manufacturers should first be competition for talent, competition for the individual combat capability of sales teams. Excellent salespeople can sell well whether they sell famous brands or generic products, while weak salespeople can't sell well even with big brands. So whether you are a manufacturer or a distributor, you must achieve win-win with those who strive, and make significant investments in motivating salespeople.
At the same time, while providing material incentives, don't neglect spiritual incentives. Everyone has dreams; no one wants to be a salesperson forever; everyone has the dream of becoming an executive. So enterprises must set up employee promotion mechanisms and increase training and learning opportunities to help employees realize their dreams.
It's often said that salespeople management should be like the military, with iron discipline, to build a wolf-like team. But after all, we are not the military. If a salesperson is lazy or dishonest, we can't take them out and shoot them. Even if we punish according to the system, salespeople may not be convinced, which puzzles many managers. In fact, managers need to think more about management methods. Now salespeople don't obey the management system; they obey the manager themselves. So managers must pay attention to methods.
For example, if you plan to punish an employee at the morning meeting, communicate with them the day before and inform them in advance. The employee will feel respected. Will they still complain or have negative emotions when you criticize and punish them the next day? Can they not be convinced by you? People are empathetic and respond better to soft approaches than hard ones. If managers can achieve this, the team's hearts will gradually move toward you. At the same time, as managers, you should lead from the front, genuinely solve difficulties for salespeople, work with them to find ways to improve performance, treat everyone equally, and sincerely care about salespeople's lives and growth. If you can do all this, the team will become more united, more stable, and more combat-effective.
These five points of sharing, I hope they can help you in your work, quickly improve the individual combat capability of salespeople, and make every salesperson a special forces soldier in the industry.
Source: Jiuye Jia (ID: jiuyejia360)
Tips will be paid 400-2000 yuan once adopted.
**China FMCG + Internet Professional New Media**
**Committed to FMCG manufacturer and distributor transformation, upgrading, and channel digital solutions**


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## Citation metadata

- Publisher: New Distribution
- Author: 酒类专业财经媒体
- Published: 2019-08-31
- Canonical: https://xinjignxiao.com/en/articles/5-standardizations-and-9-tips-to-help-ordinary-salespeople-achieve-tenfo-ff9a6863/
- Original source: https://mp.weixin.qq.com/s/yxB3Mw5m9yPK3T4xzqhRPg

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