The just-released Shuanghui Development semi-annual report shows that the meat products business remained basically stable, while the fresh and frozen products business showed an aggressive stance, with significant revenue growth, but profits were thin due to persistently high pig prices. In the first half of this year, Shuanghui's external sales of fresh, frozen meat and meat products reached 1.4402 million tons, an increase of 11.16% compared to 2015; operating revenue reached 25.529 billion yuan, up 25.42% from 2015; total profit reached 2.888 billion yuan, up 9.48% from 2015; net profit attributable to parent company shareholders reached 2.151 billion yuan, up 8.51% from 2015. Shuanghui Development's revenue growth was mainly driven by fresh and frozen products. In the first half of this year, Shuanghui Development's meat products business achieved operating revenue of 10.95 billion yuan, a year-on-year decrease of 1.68%; the slaughtering business achieved operating revenue of 15.69 billion yuan, a year-on-year increase of 48.59%. In recent years, with the development of the food industry and intensifying competition, various manufacturers in the food industry have realized the concept of "those who win the terminals win the world." Since entering the Northeast market, Shuanghui has continuously deepened distribution, expanding channels through products and cultivating new products through channels. Through several explosive leaps of products like Corn Hot Dog Sausage and Q-Qu, it has strived to become the leader in the meat products industry. Its alliance partners have also grown from small to large, from weak to strong, becoming leaders in their respective regional markets. Alliance partners have gradually transformed from operators to managers. To better manage numerous terminals, issues such as employee management, warehouse management, and capital management have entered Shuanghui's research scope. Today, we will discuss the order system and vehicle sales system commonly used by Shuanghui customers. Order System vs. Vehicle Sales System: Which is Better? Over the years, most customers have seen the drawbacks of the order system and switched to the vehicle sales system. Some customers have achieved results, some believe the vehicle sales system is not as good as the order system after implementation, and some are still constrained by the traditional order system, unable to upgrade management, which over time affects the market. Below, we analyze the characteristics of the order system: Characteristic 1 of the order system: It cannot provide one-stop service to terminals, and the restocking cycle is long. Salespeople can only tidy up existing products when they visit stores. The warehouse consolidates orders and loads them onto trucks, then delivery workers deliver them. Delivery workers are only responsible for delivery, and the products delivered to terminals can only be tidied up when the salesperson visits next cycle. This easily leads to products piling up in terminal warehouses, unable to be put on shelves in a timely manner. Characteristic 2 of the order system: It easily causes repetitive work. For example, when recovering slow-moving products, salespeople sort and classify them during visits, then record the categories and quantities on the order form. However, slow-moving products cannot be exchanged in time. When the delivery worker arrives, they have to count the slow-moving products a second time to verify with the salesperson's count, causing repetitive work. The same goes for delivery: the salesperson checks the order once, the warehouse keeper checks it again, and the delivery worker checks it a third time, repeating several times. Characteristic 3 of the order system: Tasks such as preparing goods, delivering, and terminal counting consume a lot of manpower, and are prone to loss or shortage of goods, leading to buck-passing. During the day, warehouse keepers and preparers are constantly busy unpacking boxes and sorting goods, and loading trucks in order. Although the work of these two people is important to the entire process, it does not generate any benefits, which can be said to be meaningless! Characteristic 4 of the order system: Poor service quality, which is not conducive to maintaining customer relationships. Salespeople cannot serve terminals in a timely manner, and delivery workers are only responsible for delivery, unable to solve problems raised by terminals in one stop. Service quality is compromised. Over time, this can lead to weakened customer relationships, distancing the feelings between the terminal owners and the company, which is not conducive to future work. Some salespeople simply ask the owner "Do you need any goods?" at each store, then don't know what to do, and ride away on their bikes. They finish visiting dozens of stores in less than three hours, but they are just skimming the surface and can't even get orders, let alone do terminal visualization or inventory checks. Some salespeople are familiar with their routes and only visit a few high-volume terminals, skipping small ones altogether, thinking it's okay to visit them next cycle since they don't have much sales volume. They use their spare time to dawdle and gossip. The boss is anxious but has no way to restrain them. From the above drawbacks, it can be seen that the order system can no longer meet Shuanghui's management needs. Next, let's analyze the characteristics of the vehicle sales system: Characteristic 1 of the vehicle sales system: One-stop service, solving all terminal problems in one go. The vehicle sales system is equivalent to moving the warehouse onto the vehicle. Ordering, replenishing, exchanging old-date products, new product tasting and distribution, and standardized terminal display are all completed at once. Compared to the order system, the vehicle sales system seems less efficient, but in fact, every cycle is equivalent to maintaining the terminal once. Issues such as product freshness, first-in-first-out, and prominent display of new products can be effectively guaranteed, and efficiency is actually improved. Characteristic 2 of the vehicle sales system: It frees the boss's hands and the warehouse keeper's hands, allowing all personnel's energy to be devoted to market operations. After preparing goods in the morning or evening, the warehouse can be closed. The boss can visit the market with the salespeople, solve problems immediately when found, and being on the front line makes it easier for the boss to manage the daily work of salespeople. Characteristic 3 of the vehicle sales system: Salespeople and drivers are outside all day, which is not conducive to process control. Moreover, ordering and collecting payments are all done by salespeople, which can easily lead to discrepancies between accounts and actual goods, resulting in various financial problems. Furthermore, the quality of service provided by salespeople to terminals each time cannot be effectively guaranteed. How to Make Good Use of the Vehicle Sales System? In summary, the vehicle sales system and the order system each have their pros and cons, but from the perspective of market operations, the vehicle sales system still has more advantages than disadvantages. So how to maximize strengths and minimize weaknesses and make good use of the vehicle sales system? Research suggests that the following aspects must be done well: 1. Improve financial management, use computer systems, and settle accounts daily. It is recommended that customers use computer systems to monitor the inventory in salespeople's vehicles in real time. After entering sales, compare the remaining inventory with the actual goods in the vehicle. If there is a shortage, the salesperson must explain the reason. If there is a surplus, try to find out which terminal has less goods and promptly call the terminal to communicate. Daily settlement avoids financial and goods risks and minimizes losses. 2. "Fixed person, fixed vehicle, fixed cycle, fixed route," divided according to the "3, 5, 7" standard. That is, urban markets have a 3-day cycle, township markets a 5-day cycle, and village and fringe markets a 7-day cycle. When formulating routes, do not favor one over another. Each route must have certain quality terminals to support some sales, but each route must also plan key development areas. The boss should inspect and supervise the key development areas of salespeople in daily work, point out loopholes, and help correct them. 3. Divide work and responsibilities, and establish all problems that may arise in daily work in the form of systems. For example: 1. Working time standards: daily reporting time, daily commuting time, monthly rest time, monthly meeting time, etc. 2. Visit standards and sales standards: Each salesperson must strictly follow standardized requirements to visit 40 terminal stores per day (40 is an example). Sales of products should not be less than 70 pieces (70 is an example), with specific items as follows... 3. Reward and punishment standards: 10 yuan fine for being late or leaving early; 10 yuan fine for missing a store visit; 10 yuan fine per terminal for not exchanging old-date products in time; 2 yuan fine per terminal for not tasting new products; 5 yuan fine per terminal for not pasting explosive tags; etc., not listed one by one. 4. Terminal display standards: L-shaped shelf display reference standard (from bottom to top), with a minimum of 4 boxes * 5 layers:
Layer 1 (L): Q-Qu (4 pieces);
Layer 1 (inner): Fine ham (4 pieces);
Layer 2: Chicken sausage (2 pieces), Run Kou (1 piece), Russian-style large meat chunk;
Layer 3: Russian-style grilled (1 piece), Taiwanese-style (1 piece), Corn hot dog (2 pieces);
Layer 4: Crispy sausage series (3 pieces), Meat flower sausage (1 piece);
Layer 5: Bagged products (3 pieces), large specifications (2 pieces). L-shaped shelves should have no fewer than 24 boxes, with a total of no fewer than 25 individual items. New product shelf display must be 3 boxes * 4 layers (from bottom to top): Layer 1: Russian-style grilled sausage in 3 specifications (140g/210g/260g);
Layer 2: 90g meat flower sausage, 90g scallion meat flower sausage, 300g meat flower sausage;
Layer 3: Large meat chunk special sausage (Russian flavor) 70g, large meat chunk 100g, 115g crispy sausage;
Layer 4: Harbin red sausage in 3 specifications. There should be 3 KT boards on the front and sides of the shelf, and explosive tags should be pasted on display boxes. 5. Slow-moving product recovery standards: Strictly follow the "6, 4, 2" product freshness management principle required by headquarters for recovery. That is, high-temperature products with a shelf life of 6 months should be recovered when 60 days from expiration; high-temperature products with a shelf life of 4 months should be recovered when 40 days from expiration; low-temperature products with a shelf life of 3 months should be recovered when 20 days from expiration. After recovery, slow-moving products should be counted and classified as soon as possible, and quickly digested in supermarkets or large terminals with good sales. Recover one batch and process one batch, avoiding accumulation. 4. Develop a service process for vehicle sales entering stores. Step 1: Prepare in-store visualization materials such as price tags, explosive tags, display boxes, etc. After entering the store, greet the customer warmly. Step 2: Check inventory, clean up stock, exchange slow-moving products, tidy products on shelves, maintain shelves, and order according to the 1.5 times safety stock principle. Step 3: Include recommending new products, tasting, introducing product selling points, introducing new product return and exchange services, and guiding terminals to stock up. Step 4: Load goods on the vehicle, enter the store and ask the terminal owner to check the goods. Be patient and count everything clearly. Step 5: Replenish goods according to the first-in-first-out principle, display products on shelves as much as possible, and neatly place inventory in the location required by the terminal owner. Step 6: Accept payment, require salespeople to check three times, clean up cartons, tape, and other debris, and keep the store clean. Step 7: Confirm the next visit time, thank the customer, and say goodbye. 5. Establish a reasonable incentive system and salary system. Maximize the work enthusiasm of salespeople, lower the base salary, increase commission rates, set an example of "more work, more pay" for salespeople, and appropriately reward those who achieve the best sales (to improve salespeople's enthusiasm, not limited to salary rewards, but also can reward vacation or prizes). And give key commendations at the monthly meeting. -END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and useful tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors 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 Distributor market operation | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brand | 016 Distributor B2B transformation | [Long press QR code to follow]