Manufacturer sales personnel act as a lubricant in the management of dealers and their teams. With a special personnel attribute, they need to appear in a special role and do some special assistance in dealer team management.
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Red and White Face 1: The 'Talk and Sing' Face Coordination
People call the phenomenon of positive and negative psychological effects caused by praise and criticism the 'white face and red face effect.' 'White face' actually refers to criticism, which prohibits people's negative behavior from the negative side; 'red face' actually refers to praise, which motivates people's positivity from the positive side to produce positive good behavior. The psychological effect of criticism and praise is very obvious. If the two are combined for team management, it can achieve a harmonious effect. For cooperation between manufacturers and dealers, some larger manufacturers will place a manufacturer representative at the dealer to assist the dealer in management, establishing a team management model with the dealer as the main body and the manufacturer as the auxiliary, a dual management mechanism. For such team management, in order to better build a good sales team and stabilize the team's confidence and passion, the cooperation between manufacturers and dealers just needs the coordination of 'red face' and 'white face' in the 'talk and sing face' to build and control the team well, just right, and freely. It is conducive to the healthy and harmonious management of the team.
Case sharing: General Xia is a well-known food dealer in a prefecture-level city in the Shandong market. He has 13 salespeople under him. He is not good at management and his team management tends to be laissez-faire. Later, one of the food manufacturers arranged a customer manager at his market to assist him in intensive market cultivation. General Xia cooperated with this Manager Wang. Xiao Wang is only 25 years old, but has experience in successfully expanding multiple markets, especially good at team management. This made General Xia very happy, and the two got along well. So General Xia asked Xiao Wang to carry out refined management of his team to help his business grow bigger. This kind of thing is Xiao Wang's duty, and seeing General Xia's enthusiasm, he was happy to help and agreed. The next day, General Xia introduced Xiao Wang at the staff meeting and conveyed the spirit that he would lead and supervise everyone in market construction and rectification in the future. In this way, Xiao Wang was known to the dealer team. In work, General Xia and Xiao Wang divided work and cooperated, each managing a part. In addition to market construction, they also cooperated in employee emotion management in a red and white face style, each playing a different role. For example, in meetings, the red and white face coordination of praise and criticism kept the team's state neither humble nor arrogant. The combined motivation or blow made the team's work significantly better than before. Employees' ideological activities and dissatisfaction with General Xia were coordinated and resolved under Xiao Wang's efforts. Team management was no longer in a tangled state. With Xiao Wang's help, General Xia's sales achieved new growth, and General Xia's confidence in cooperation was also very high.
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Red and White Face 2: Market Division with Boundaries, Each Manages Half an Acre of Good Field
In the division of labor in the dual management mechanism of manufacturers and dealers, the dealer is the main body in the sales process and daily management, and the manufacturer personnel are the main body in market construction and inspection. Therefore, in the relationship between manufacturer and dealer personnel, the focus is still on the dealer, and the manufacturer personnel play a supervisory and auxiliary role. But no matter who is primary and who is secondary, the main thing is to pay attention to the coordination and tacit understanding of management. This coordination and tacit understanding is based on good cooperation between the manufacturer and the dealer, and mutual trust and strong willingness to do the market well. Only such partners can work together to manage the team well.
Now many large dealer companies in China have continued this manufacturer-dealer cooperative management model. Manufacturer representatives are stationed at dealers to assist in management and cooperation, paying closer attention to market dynamics and team building. The effect is very good, and everyone is happy. The manufacturer manager has become a capable assistant or consultant to the dealer company, assisting in building an elite terminal force. The manufacturer also becomes more familiar with the market and team status during the management process, and the depth of cooperation and friction between manufacturers and dealers has been reduced because of better understanding. More often, they discuss how to do things rather than just what to do. However, small and medium-sized traditional trading companies, with the deep-rooted 'manufacturer-dealer opposition' independent operation mode, make the progress of this relationship very slow. Manufacturers and dealers each represent their own interests in market operations for malignant games, not participating in each other's business. Dealers exclude manufacturers from interfering in 'internal affairs,' resulting in constant conflicts between manufacturers and dealers, no improvement in the market, and finally breaking up unhappily or both sides suffering.
The manufacturer representative participates in the dealer's morning and evening meetings and arranges the manufacturer's requirements and standards in the meetings. The dealer leader mainly assigns work on the dealer company's operational priorities such as terminal visit orders, delivery, transfer, and payment collection. The two sides have boundaries but do not conflict; they are complementary cooperative camps. Because they have common interests: asking the market for benefits, the market is made by people, and common team management is their common interest point.
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Red and White Face 3: Market Inspection and Analysis Meetings, Laughing and Scolding Are Both Learning
The main task of manufacturer personnel is to control and exert force on market construction and sales achievement. Sales achievement needs the success of market construction as a foundation. These are complementary. In this way, the manufacturer personnel's visits to the market, summarizing the market, and rectifying the market play a great role. There are generally 5 types of manufacturer personnel market visits: 1. independent visits alone, 2. collaborative visits with dealer business, 3. secret visits with the dealer boss, 4. visits with the dealer and accompanied by salespeople, 5. visits with manufacturer inspection leaders. For the cooperative visits between the manufacturer resident representative and the dealer company, the first 4 situations are mainly concentrated. In fact, no matter what form of visit, it is hoped that the market can have good changes. When the dealer boss has a positive attitude, the actual executor of market construction is still the terminal business team. Therefore, making the team have fighting spirit and not be arrogant or impatient is the key to team management.
Summary at the market visit meeting: one hits, one rubs is the core of manufacturer-dealer cooperative management. When praising: the manufacturer is the inspector of market benchmark construction and the main body of praise. When criticizing, they also boldly criticize and point out shortcomings, and give a rectification schedule. The dealer boss's role is to echo the manufacturer personnel's views, support the attitude, and at the same time make a smooth ending. At the same time, give the team confidence that they can do well to coordinate the team's psychological balance.
Such a practice of one hitting and one rubbing, the red and white face coordination, allows the business team's psychological endurance to be balanced. It is not that both sides praise too much, making them arrogant and not doing solid work, nor is it that the blow is too great, causing the team to be lost and lack motivation! In such meetings, the cooperation between manufacturers and dealers will easily promote work and win team confidence.
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Red and White Face 4: Control of Promotional Resources, Leisurely Seeing the Southern Mountain
Most terminal business teams have a common problem: they feel that the company's resource support is deserved, and they don't care much about the efficiency of resource use. Especially the use of some promotional items can cause great waste. For example, some manufacturers allocate 3000 promotional cups to dealer companies, and then need terminal business to distribute them to their respective stores. As a result, each person receives a few hundred, but in market visits, not many are often seen, and the use efficiency is very low. In addition to execution, this is largely because promotional items are sufficient, easy to apply for, and not careful when distributing. From salespeople to shopping guides, shopping guides store gifts in lockers and take out a small amount for use. During inspections, it is found that many gifts have low usage rates at the sales frontline shopping guides. Such things need to establish a management mechanism with the manufacturer's promotional materials and promotional activities as the main body at the dealer. Evidence such as gift application forms, gift distribution and placement forms, store and shopping guide receipt forms, gift usage record forms, and receipts for sold products. Such promotional management processes and forms are formulated and tracked by manufacturer personnel. Through control, the usage rate of gifts can be improved and product sales stimulated.
The dealer team will gradually follow the rules. Such management may cause a sense of distrust in human nature. At this time, the communication between the dealer boss and the team is the lubricant. System and humanized management always complement each other, and neither is indispensable. The dealer can preach in the team, support the manufacturer's activity standards. Although the process is cumbersome, it is still of great benefit to the standardization of the market to promote the business team to execute, and to preach from a humanized perspective. To promote the progress and execution level of things from a humanized perspective, the combination of rule by man and rule by law will achieve better execution results.
The red and white face cooperation between manufacturers and dealers not only makes the team do things according to high standards and systems, but also does not have distracting thoughts, which will be of great help to the execution of team activities. Like leisurely seeing the southern mountain, subtly see the standard and new journey.
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Red and White Face 5: When Conflicts Escalate in Management, Act as a Peacemaker
Gold is not pure, and no one is perfect. No one can guarantee that any team leader will not make mistakes or have judgment errors. Sometimes dealer leaders also make judgment errors or use excessive language, angering core team members, causing great contradictions and misunderstandings, and wrongly scolding their subordinates. This leads to subordinates swallowing their anger, losing enthusiasm for work, or in a fit of anger, submitting a resignation application, wanting to leave. This situation may be because the dealer leader is embarrassed to admit mistakes, has spoken harsh words, and cannot take them back, and is unwilling to admit mistakes for fear of affecting authority. But also afraid of losing good talent. Often in a contradictory state. Of course, similar things can also happen to manufacturer personnel.
Excessive behavior in personnel management leads to similar contradictions. The impact of such management situations is small for individuals and large for the team. When dealer leaders encounter such situations, they can have their subordinate supervisors help them out, and they can also rely on manufacturer personnel to act as the 'peacemaker.' Manufacturer personnel generally have more opportunities to play the white face in management roles and fewer opportunities to scold employees. Overall, in the minds of employees, they are an image of 'can talk about worries, point out company shortcomings' and 'knowing big brother.' Therefore, the manufacturer's authority and trustworthiness may exceed that of dealer supervisors to a certain extent. The manufacturer acting as a peacemaker can open the hearts of dealer personnel, prescribe the right medicine, persuade them, and achieve the purpose of reducing contradictions, stabilizing the team, and retaining talent. Such things just need a peacemaker in the middle to do the ideological dredging work of turning big things into small things and small things into nothing. Coordinate the relationship between the two sides, work on both ends, play the white face, negotiate, reduce the contradiction, restore the stability of the team, shake hands and make peace, or understand one side's voice silently. As a messenger, coordinate their relationship, enter normal management, and promote team stability.
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Red and White Face 6: Company Management Upgrade: Cooperation Between Both Sides Shows Effect
When a dealer boss develops the enterprise to a certain extent, they will carry out management upgrades, such as the company-based operation of the dealer company, stricter management systems, higher requirements for salesperson quality, which is a challenge for the development of their own enterprise. The raising of new standards will make employees temporarily difficult to bear some new requirements, or feel powerless, or resist. At this time, manufacturers and dealers need to cooperate to pass the transition management level.
At this time, the dealer needs the courage to burn the boats and must continue. Because the transformation of the company means the expansion of scale, the need for higher profitability, and the need for a stronger sales iron army. They will not overly consider the ideas of the business team and ruin their own development. They will formulate strict reward and punishment systems, even elimination systems. Manufacturer personnel need to provide careful guidance to the business team, tell them the importance of standardized operations, the use and significance of visit tools, and that writing work logs is a summary and improvement of themselves, etc. Comfort them psychologically, provide on-site guidance through collaborative visits in practice, let the whole team gradually adapt to and accept new management systems and work processes, drive some personnel to get the dealer's rewards, boost morale, let the benchmark show, and pull the whole team to adapt and strive for progress. Such red and white face coordination is very effective for major company upgrades, management reforms, system implementation, etc., allowing the team to develop smoothly.
The red and white face 'talk and sing face' style of face-changing management tells the key points of manufacturer-dealer cooperation in team management, sings the song of success in team management, and win-win cooperation. Sometimes it reflects great value in small things.
Appendix: Dealer Team Management Tips (Tools)
Salesperson Terminal Assessment Form:
| Item | No. | Check Content | Deduction |
|---|---|---|---|
| Market Coverage | 1 | Based on the reported store entry details, if one store is not entered | -10 |
| Distribution (SKU) | 2 | Based on the reported store entry SKU details, each missing SKU | -5 |
| Product Display | 3 | No full-case display (stores with fees) | -10 |
| 4 | Full-case display position worse than competitors (stores with display fees higher than competitors) | -10 | |
| 5 | No shelf display (stores with fees) | -10 | |
| 6 | Shelf display area smaller than competitors (stores with display fees higher than competitors) | -10 | |
| 7 | Shelf display messy, no maintenance | -10 | |
| 8 | Poor product image (dirty products, deformed boxes, inverted boxes, damaged boxes, etc.) | -10 | |
| Product Date Management | 9 | Product date worse than competitors | -0 |
| 10 | Near-expiry product display | -20 | |
| 11 | Expired product display | -50 | |
| Promotional Material Use | 12 | No posters inside or outside the store (competitors have) | -10 |
| 13 | No hanging flags (competitors have) | -10 | |
| 14 | Promotional materials not clean and tidy or used for other purposes | -10 | |
| 15 | Posters outdated or theme inconsistent with activity promotion | -10 | |
| 16 | Posters with sloppy handwriting, typos, and alterations | -10 | |
| 17 | Posters covered, overlapped, wasted, or poorly positioned | -0 | |
| Route Non-compliance | 18 | Check if salesperson did not visit according to route | -20 |
| Data Falsification | 19 | Check salesperson reported data, each false item | -20 |
| Terminal Visit Card | 20 | Check if salesperson does not use terminal visit card, found one (competitors have) | -10 |
Note: Business supervisor bears 50% joint liability.
Appendix: Incentive Methods for Dealer Teams
Regarding team incentives, many times we talk more about direct material incentives, that is, how much salary? How much commission? How much per month? How much annual salary? etc. This is of course the main income component of employees in the work process, and also the part they value most. But when the salary and benefits of several companies are basically the same, how to reflect the value of your company, so that employees have other added value incentives besides direct material incentives, which will make employees more passionate, more conducive to promoting work progress, and make employees feel more exciting? Here the author shares with you many aspects of the spiritual incentive level of the sales team, so that these incentives are appropriately used in actual management to make the team bloom more exciting!
1. Team Culture Incentive, Living in a Family Atmosphere
A team is a whole, which can be loose, like a pile of sand, or even mutually exclusive, fighting, tense, split, and forming factions. Some are united and orderly, cooperative and win-win, with team awareness, understanding and tolerance, and even brother culture. The team culture we talk about needs positive culture. The team can reflect basic values and correct orientation, know honor and disgrace, and have cohesion. The team relationship is harmonious. In work, they can be loyal to each other; in life, they can warm each other. Of course, it may be somewhat idealistic, but the positive culture of gratitude, mutual help, cooperation, and progress for the team must be guided and promoted by sales leaders, and implemented in actual work and life. For example: a colleague is hospitalized, the company leader takes the lead to visit the team, donate, greet, etc. Let team members feel warmth and rely on the team. Imagine if such a situation occurs, the team leader ignores it and talks about team spirit and culture all day. Will anyone trust it and create a real culture? Therefore, the establishment of team culture requires the guidance and promotion of the supervisor leader, practicing and driving your team to move on a good cultural path.
2. Improvement of Promotion Mechanism, Giving the Team a Future
In addition to material incentives, the promotion system is also a good team incentive. Every team member wants to prove their ability in the work process and have an explanation for their work. Therefore, many progressive salespeople, after continuous outstanding performance, look forward to the supervisor leader giving them promotion opportunities. From junior sales representative to senior sales representative, from salesperson to business supervisor, from supervisor to manager, etc. The change in level will touch the psychological satisfaction and self-identity of business personnel. Imagine a diligent salesperson who has achieved outstanding results in a year but has no change in salary and position. How disappointed they are. They will either change jobs or greatly reduce their work. Because long-term non-recognition will make them give up on themselves! The promotion system can not only retain and develop excellent talents, but also mobilize the enthusiasm of employees, stimulate business development and enterprise growth.
3. Collective Learning Incentive, Making Training and Learning More Enriching
I firmly believe that good employees love learning. When they don't have company resources, they will download and learn relevant knowledge and cases through the Internet, learn training content through videos, and enrich their theoretical knowledge by buying books. When the company organizes internal training and participates in other external training, it is an additional value gain for them. They are very eager to get such growth opportunities. Therefore, the company's regular and continuous training is also a good incentive for employees. At the same time, the company can change the traditional meeting preaching to collective watching of online training videos, and purchase sales and inspirational books to give to employees, which will also be loved and recognized by employees, and they will radiate new vitality.
4. Sales Ranking List, Sense of Honor and Disgrace Promotes Progress
When mentioning sales rankings and announcements, many friends may think this is not an incentive but will make employees feel pressure. In fact, the author thinks this is also a good spiritual incentive method, letting employees know their weekly sales progress, weekly ranking, monthly ranking. Good employees get honorary titles, get corresponding praise at meetings and role model effects, 'show off,' share their success experience publicly, which is a manifestation of value. Get a half-year sales contribution award certificate, a year's sales champion gets a trophy. Team leaders can set projects according to the contribution of their sales team, such as sales contribution award, sales champion, runner-up, third place, best market construction award, best team award, etc. Enrich it to make the team's spiritual motivation sufficient. Then hold a relatively grand award ceremony to present the expected moment wonderfully. For the employee's career, this is not as real as gold and silver, but it is a testimony to the successful stage of the workplace and has great potential value. The team has a sense of honor and disgrace. With rankings, there are front and back, excellent and mediocre and insufficient, which will stimulate employees to strive for honor and activate the team!
5. Increase Team Participation, Let Employees Feel They Belong
Interactive incentives are actually to increase employee participation. Whether it is sales suggestions, activity planning, or opinions on new situations, let employees participate in making certain decision opinions, so that they feel their value and usefulness. Not all are the leader's ear-to-ear instructions. For example, when the company takes over the promotion of a new product, you can hold a meeting to let each employee prepare a promotion plan, brainstorm, and then discuss at the next meeting. Each employee participates, and finally everyone discusses a roughly consistent plan, and then strictly implements it. In this way, employees participate, get satisfaction and belonging, and at the same time, everyone brainstormed and carefully studied the plan, which will be more comprehensive and closer to market promotion. When the team promotes it, it will be easier to land. Kill two birds with one stone! At the same time, for usual leisure activities, travel, parties, etc., the selection of locations and hotels should also let employees participate. In this way, the activity venues that most people agree on will be more enjoyable, and the activities will also have an incentive effect. Conversely, if the team leader privately decides on tourist attractions or hotel styles without the team's opinions, the result may be that personal preferences are too large, and most team members don't like it. As a result, good things become bad things, and the effect of cohesion cultivation and relaxation is not achieved. Instead, many team complaints about unreasonable or unpleasant activities lead to low participation in the next activity. This loses the meaning.
Spiritual incentives for the team can improve employee enthusiasm and participation, increase employee belonging and loyalty, make them more proactive in work, create efficient work rhythms, and employees will also work and live more happily and excitingly!
Business Personnel Salary Incentive Table A:
| Personnel | Base Salary (yuan) | Performance Pay (yuan) | SKU Award (yuan) | Loss Reduction Award (yuan) | Special Contribution Award (yuan) | Market Inspection Award (yuan) | Total (yuan) |
|---|---|---|---|---|---|---|---|
| Business | 1200 | 600 | 600 | 500 | * | 2900 |
Note: The special contribution award is for employees who, in the process of sales and management, put forward scientific and reasonable suggestions on cost reduction and benefit increase, management improvement, system improvement, etc. If adopted by the company after research and achieve results, the company will set up a special contribution award, with the reward amount given as a bonus of 200-1000 yuan or prizes of equivalent value according to the benefit and contribution.
Performance Pay Table:
| Monthly Task Completion | >= or = | 90%---100% | Performance Pay | 100% paid |
|---|---|---|---|---|
| Monthly Task Completion | >= or = | 80%---90% | Performance Pay | 80% paid |
| Monthly Task Completion | >= or = | 70%---80% | Performance Pay | 50% paid |
| Monthly Task Completion | Below | 70% | Performance Pay | 0 paid |
SKU Wage Assessment Table:
| Monthly SKU Indicator | >= or = | 90%---100% | SKU Wage | 100% paid |
|---|---|---|---|---|
| Monthly SKU Indicator | >= or = | 80%---90% | SKU Wage | 80% paid |
| Monthly SKU Indicator | >= or = | 70%---80% | SKU Wage | 50% paid |
| Monthly SKU Indicator | Below | 70% | SKU Wage | 0 paid |
Excerpted from 'The First Book for FMCG Marketers' Liu Lei, a new practical marketing young marshal, founder of Mengshufa, author of 'The First Book for FMCG Marketers', practical marketing consultant for many famous enterprises and private enterprises. WeChat: supaiyingxiao Weibo: Liu Lei - New Practical Marketing -END- The best domestic FMCG dealer learning platform Focusing on providing professional, practical, and practical tutorials for enterprises and dealers Committed to helping Chinese FMCG dealers grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent Article Selection | 002 Dealer Market Operation | 003 Terminal Visit Management | 004 Sales Supervisor Skills | 005 Sales Improvement Skills | 006 Channel Expansion | 007 Managing Dealers | 008 Dealer Development | 009 Dealer Internal Operation Management | 010 Team Management | 011 Efficient Distribution Skills | 012 Sales Manager's 18 Skills | 013 KA Operation Methods and Strategies | 014 First Lesson for New Salespeople | 015 Internet, Brand | 016 Dealer B2B Transformation | [Long press QR code to follow]