---
title: "A Major Distributor Who Cooperated for 6 Years Was Scared Away by the Manufacturer's Salesman!"
description: "During visits to distributors, some distributors share experiences of being deceived by manufacturer salesmen. These black sheep not only cause losses to distributors but also damage the manufacturer's reputation. The following incident serves as a warning to manufacturers. Today, a friend said he gave up a company and brand he had worked with for six years. He had invested so much effort and had built the product's local market quite well, so it was hard to let go, but he had no choice. He..."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2018-03-02"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/w1dpS8sbeQqzcdPUhZ1TBg"
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# A Major Distributor Who Cooperated for 6 Years Was Scared Away by the Manufacturer's Salesman!

> During visits to distributors, some distributors share experiences of being deceived by manufacturer salesmen. These black sheep not only cause losses to distributors but also damage the manufacturer's reputation. The following incident serves as a warning to manufacturers. Today, a friend said he gave up a company and brand he had worked with for six years. He had invested so much effort and had built the product's local market quite well, so it was hard to let go, but he had no choice. He...

**Introduction:** During visits to distributors, when discussing manufacturer-distributor relations, some distributors will cite instances where they were deceived by manufacturer salesmen. These black sheep among salesmen not only cause losses to distributors but also damage the manufacturer's reputation. The following incident is a lesson for manufacturers.

Today, a friend said he gave up a company and brand he had worked with for six years.

He had invested so much effort and had built the product's local market quite well, so it was hard to let go, but he had no choice. He said the company's new salesman was squeezing him dry.

When he first took on this company's product, the company was still small. He took it on because the company's old salesman was technically proficient, good at promoting the product, and honest. After taking it on, the salesman diligently helped with promotion and planning, and within two years, the small company's product became well-known in the area. Of course, he also made money from this product. So he was always grateful to that salesman and the company.

However, after two years, that salesman left the company. After that, the company's salesmen began to rotate frequently; almost no salesman stayed responsible for his business for more than a year, and some even stopped being responsible for him in less than a month. Not to mention salesmen assisting him with product activities; basically, they would come, check inventory, and leave. Some salesmen didn't even come at all, just called to urge payment and shipment.

But because the early foundation was solid and he was also very dedicated to this product, he continued to do reasonably well, and the salesmen didn't force him to stock up too much. Until this damn salesman took over his business.

Because the product had been on the market for a long time without updates, sales had already started to decline. And this new salesman was very aggressive, constantly pressuring him to stock up, without any reason, and without thinking about organizing activities—just pushing inventory. Every time he came, he would intimidate him indirectly, saying that if he didn't ship goods, the market would be taken away from him.

He had worked hard to build this market, and although sales were declining, the volume was still considerable, and most of his annual profit came from this product. So he was reluctant to give it up, and every time the salesman threatened him, he would order some goods. Now, the inventory in his warehouse might not sell out even by this time next year. At this point, the salesman was still pushing him to stock up.

Seeing the warehouse full of inventory, and with this year's market conditions already poor, he worried that he might fail on this product. So he discussed with the salesman whether they could slow down, or maybe organize some activities this year with company support.

But unexpectedly, the company's salesman said there was no way; the task was assigned by the company, and if he didn't complete it, the company wouldn't pay his salary. So he hoped the distributor could take more stock. If he didn't, the salesman would find someone else to ship to in order to meet the quota.

For some reason, looking at this salesman, he suddenly felt disgusted. Since the salesman took over his business nearly a year ago, he hadn't helped organize a single activity, nor had he accompanied him on visits to the market. He only pushed inventory, knowing that the distributor didn't handle many products and mainly focused on his, so he used that to intimidate him. This salesman thought he had a grip on his lifeline and kept threatening him. Now he was almost crushed by this product and the salesman, yet the salesman showed no understanding and only cared about his own performance. If this continued, his business would eventually collapse, so he decided to quit.

So he told the salesman that if it really didn't work, he would stop carrying the product, but there was so much inventory in the warehouse, some even nearing expiration. He suggested the manufacturer take it back, or he would sell it off first and then the salesman could find other customers.

Actually, this was also a delaying tactic, hoping the salesman would understand his difficulties. Who knew the salesman would immediately find a new customer to ship goods to without saying a word. He could only prepare to sell the warehouse inventory at a loss.

This friend was very sad, but the good thing was that he had a positive attitude. He realized that this setback made him aware of his past mistakes in business management—he shouldn't rely on a single product and should diversify his options.

However, he still couldn't understand why the subsequent salesmen were unwilling to support his business. Why did they only treat him as an ATM?

I don't know why either; maybe it's related to the company's system and strategy. Who knows. But at least these events tell us that we really shouldn't rely on others for our business.

This story also shows us how much impact a good salesman versus a bad salesman can have on your business.

These days, companies should pay attention to the quality of their salesmen.

**An unqualified salesman will think: if you crush a distributor, replace them with another; if you crush a brand, launch a new one.** But companies should know that after a salesman ruins the business, he can switch to another company, but your company needs to build a long-term market.

Additionally, if distributors encounter such salesmen, they must be cautious in cooperation. Because if a distributor is gone, you can change distributors; if a brand is gone, you can change brands; even if a company is gone, you can change companies. But for you, the distributor, if the product is gone, your channels and network might also be lost.

If you have already encountered such a salesman and are cooperating but being pressured to stock up, I suggest you take decisive measures and find a way out for yourself. Blind tolerance and compromise won't solve the problem; you must become strong yourself.

**Cooperation should be win-win. If you are being squeezed dry and nearly destroyed, but the salesman or the company is making money, then such cooperation is not worth keeping!**

Source: Hua Ge World
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