---
title: "Annual Sales Planning: High-Sounding but Without an Execution System, It's Just Fooling Ghosts!"
description: "As the year ends, sales departments are busy making annual sales plans for 2018. However, plans alone, even with assessment and rewards, cannot ensure execution. This article uses new product sales as an example to explain a four-part management system for landing annual plans: solving willingness, capability, know-how, and monitoring progress."
author: "魏庆"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2017-11-16"
language: "en"
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# Annual Sales Planning: High-Sounding but Without an Execution System, It's Just Fooling Ghosts!

> As the year ends, sales departments are busy making annual sales plans for 2018. However, plans alone, even with assessment and rewards, cannot ensure execution. This article uses new product sales as an example to explain a four-part management system for landing annual plans: solving willingness, capability, know-how, and monitoring progress.

**Introduction: Don't Replace Management with Assessment**
It's already November, and at the end of the year, sales departments are all busy with one thing: the 2018 annual sales plan.
Annual sales planning involves a lot of technical content. On December 5th, I have a public course in Guangzhou, systematically explaining the "New Year Sales Planning Model & Spring Festival Stock Pressure Management." Details aside for now.
From a broad perspective, annual plans inevitably include "new product sales annual increment," "new channel annual increment," "core outlet total annual volume," "new area/region annual increment," "channel deepening annual increment," and so on.
The key question is: once the plan is made, how to implement it? That's the crux.
Many companies exhaust their efforts on assessments. For example, if the plan calls for new product increment, they set new product assessments for employees: sell new products and get more rewards; fail to complete new product tasks and "I'll kill your whole family." They set up reward and punishment systems for new products.
Is that enough? If you think assessments alone can sell new products, sales would be too simple. **Relying on plans plus assessment and reward/punishment systems to achieve execution results is too naive, too foolish, and too lazy. It's not that easy.**
Time is limited here—let's use new product sales as an example to explain the execution management system behind the plan.
This management system is something I've summarized from countless failures and lessons. It's universal, whether you're selling new products for increment, core store increment, or new area increment. So for any planned project, you can use this management system to ensure execution.
This management system broadly consists of four things:
  1. First, use assessments and demonstrations to solve whether people are "willing" to help you sell new products.
  2. Whether your support system can make people feel "this has strong support, it's doable."
  3. Establish standards so everyone understands to follow them, solving "everyone knows how to do it."
  4. Monitor whether everyone is "actually doing it" and the progress.
This article, about 12,000 words, uses "new product sales" as an example to explain the management system matching "annual sales planning," including thoughts, cases, methods, and steps.

**1. Assessment System: Solving "Are Employees Willing to Do It?"**
First, the first management logic: "Are people willing to do it?"
Everyone knows the management mantra: **"Employees will always do what you assess, never what you hope."** Why?
New product sales—both manufacturers and distributor bosses are willing to do it because it's about innovation and high profits. But employees are reluctant because selling new products is hard. So, if you do ideological education, repeating the same old tune ten thousand times: "New products are good, you must sell them well. Selling old products is for cowards; selling new products makes you a hero. Company competitiveness comes from new products. Old products are the foundation; new products represent increment and profit. Please help me sell new products..." Does saying that ten thousand times work? No!
But if you say once: "Selling new products gets commission; old products don't," does that work? Yes!
That's why employees always do what you assess, not what you hope.
How to set new product assessments?
1. **Break down tasks to the grassroots level, so everyone has a target**
New product task volumes should be broken down to the lowest level possible. First, allocate tasks to regions, then to area supervisors, then to sales reps, then to distributors, then further down to promoters and distributor sales reps (because new products aren't sold by distributors themselves but by their sales reps).
If possible, help distributors break down tasks to secondary and terminal outlets. Although you can't set task volumes or assessments for terminal outlets, at least we assign task volumes to each key secondary and terminal outlet. If a key secondary or terminal outlet's sales progress falls behind schedule, we know it's a problem outlet and can manage it specifically—more visits, more management actions, more promotional resources...
2. **Positive incentives**
First, break down new product tasks to the smallest unit. Next, provide "positive incentives" for new products: what are they? Higher commission for new products—3 yuan per box for new, 1 yuan per box for old. At this point, are employees willing to sell new products? Definitely, but results may not be good. Why?
They go out with their carts to sell new products, thinking they'll earn 3 yuan per box, but find "my god, this 3 yuan isn't easy to earn; I'd rather sell old products for 1 yuan." So positive incentives must be matched with negative incentives.
3. **Negative incentives**
What are negative incentives? For example, selling new products earns 3 yuan per box, old products 1 yuan per box, but if new product tasks aren't completed, old product commissions are deducted. Even worse, if new product tasks aren't met, old product commissions are canceled. With positive incentives in front and negative incentives behind, they'll be more motivated.
**Case:**
Remember Mizone? When it launched, a bottle sold for 4 yuan! At that time, everyone was shocked. Robust water retailed at 1 yuan, Wahaha water at 1 yuan, Master Kong water at 1 yuan. Robust Group launched Mizone at 4 yuan, and it was a "vitamin water"—nobody knew what that meant then.
When Mizone first launched, its sales reps nicknamed it "can't sell."
When Robust invited me for training, I saw a banner on their training room wall: "Mizone sales only rise, never fall; only then is promotion and raise possible!" During Mizone's launch, their assessment of sales reps was harsh: if you didn't meet Mizone sales targets, your Robust sales rewards were directly canceled!
4. **Period assessments**
What does period assessment mean? Everyone knows: **Is a longer or shorter assessment period better? Definitely shorter!**
Why? Remember when we were students, when did we do winter break homework? Many did it on the last day before school started. Why? Because during break, teachers didn't check daily. So you procrastinate until the last day. When I was in school, even on the last day, I wasn't anxious. Why? There was still one night! I felt I could do a lot that night.
Similarly, we scold sales reps: "At the start of the month, they're like princes; at the end, like beggars." At the beginning, they slack off, play around, saying "let history tell the future; tonight we play cards!" At month-end, they panic, begging customers to stock up.
So assessment periods must be shortened. For example, can new product assessments change from monthly to weekly? If you need to sell 1,000 boxes of new products a month, the first week must sell 400, second week 700, third week 850, fourth week reach 1,000. Give weekly period assessments with rewards and penalties, making them nervous at least four times a month instead of once.
5. **Safety lock**
What does safety lock mean? It prevents employees from boosting new products while total sales decline. In the end, the company pays rewards but total volume drops—that's unacceptable.
Safety lock: "If total performance of new plus old products declines, new product assessments are canceled or discounted."
Safety lock prioritizes safety, ensuring total performance doesn't decline.
6. **Model market to build confidence**
Especially for distributors: they only believe new products can sell if they see other distributors succeed.
**Case:**
For example, there was a county distributor in Shandong. At that time, our company launched a high-end canned draft beer. This distributor was stubborn, like "turtle essence," impenetrable. No matter how we pressured or enticed, he refused to sell cans, always saying "our area is poor; cans won't sell..."
Suddenly one day, this distributor called me urgently: "Teacher Wei, please have Teacher Wang come train us immediately. I want to sell draft beer, I want to sell cans!"
I said: "We've told you many times, but you refused. Why the sudden enthusiasm?"
Later, I found out and found it amusing. Why?
This distributor attended a company headquarters meeting and sat at the same table with another distributor (I think from Fei County). Two distributors at a table—what do they talk about? "Brother, how's business this year? Is it good? Are prices stable? Are profits high?" They ask such things...
He asked the Fei County distributor: "Brother, how's business this year?"
The Fei County distributor said: "I sold over 160,000 boxes this year, 90,000 old products, 70,000 new products, including over 10,000 boxes of cans."
He was shocked: "What? How many cans?"
The Fei County distributor replied: "Over 10,000 boxes of cans."
He pressed: "How much did you sell the cans for?"
Fei County answered: "I sold them for such and such price."
This "turtle essence" distributor got anxious, slapped his thigh: "My god, then you earned more than me this year!"
You see the point.
This distributor calculated and realized: "My god, you earned more than me!" He immediately felt unbalanced, then cried and demanded to sell cans without any urging from us. He insisted we send someone to train him.
So, to sell new products, you must establish model markets and model distributors. Support a few distributors to sell new products successfully, then take other distributors to visit. Especially those confident distributors—seeing others succeed ignites their competitive spirit.
**"Hey! If you can sell, I can too!"**
**"I just hadn't paid attention before."**
Some distributor bosses even bring their sales reps the next day for another visit, educating them: "See how others sell new products..."
7. **Internal ranking of "new product share" to emulate the good**
During new product sales, we often see "mutual comparison of badness" in teams—if new products don't sell, all sales reps say prices are too high. Price is the easiest excuse for salespeople. Everyone compares badness: I can't sell, he can't sell, nobody can sell, all bad.
During new product sales, companies should foster a culture of "emulating the good." Here's a method: list new product sales by region, list total sales by region, divide new product sales by total sales to get the "new product share" for each region.
Once you rank this share, you'll be surprised. Everyone says they can't sell, but some regions have new products accounting for over 30% of their sales, while poor regions might have 1% or none.
This ranking is persuasive. You all say new products don't sell, but why do some regions have 35% new product share while others have only 1%?
Everyone says their area is poor—Henan managers say poor, Shaanxi, Gansu, Qinghai, Ningxia managers say poor. But within the same province, why do some areas have 20%+ new product share while others have zero shipments?
**Companies must foster a culture where you can't compare badness; you must emulate the good. Think: why in the same province can someone's new product share be several times higher than yours? Aim to match them.**
What management system matches new product increment planning? The first is using assessments and model markets to make your team and distributors "willing." In assessments, we covered seven common points:
  1. Break down tasks to the grassroots; everyone has a target.
  2. Must have positive incentives.
  3. Must have negative incentives.
  4. Shorten assessment periods; use period incentives.
  5. Safety lock to ensure total performance doesn't decline.
  6. Model markets show hope: if others can sell, I can too.
  7. Rank "new product share" to emulate the good.
After doing these, the first thing is done: the team sees: "Oh! Assessment incentives are in place, pressure is on, and there are model markets. Good! We're willing to sell."
Next, you need to solve the second thing: "Can this be done?"—the support system for new product sales.

**2. Support System: Solving "Can This Be Done?"**
1. **Organizational support**
What does organizational support mean?
On a small scale, for this new product, if you're entering KA channels, do you need more promoters? If you're creating core stores and model stores, do you need more terminal sales reps?
On a large scale, should you spin off the new product from the old company and form a separate team to sell it?
Is that necessary?
Think about Joyoung: why did they split into Joyoung soymilk machines and Joyoung induction cookers as two teams? Why does Midea have separate divisions for life appliances, air conditioners, central air conditioners, water dispensers, and water purifiers?
Why do Uni-President and Master Kong have one office selling water and another selling noodles? Why split teams?
**Because when sales teams are merged, the strong get stronger, the weak get weaker!**
If Uni-President sold both water and noodles from one office, Fresh Orange would sell better than Good Noodles, leading to the good getting better and the bad getting worse.
Whether to split the new product team is a major strategic decision with no standard answer. I can list a hundred disadvantages of splitting, and a hundred advantages. How to decide?
Decisions always have costs; you must compromise, trade off, balance, and compromise between conflicting interests, choosing the lesser evil. Finally, **"listen to the majority's opinions, consult with the minority, and make your own decision." The best decision can only be approximately reasonable.**
So, the first support for new product sales is organizational support. As for specifics, you decide based on your situation.
2. **Product promotional pack support**
When launching a new product, what will you do with the product? Is it "diaper new product trial pack with 8 extra pieces"? Or "new instant noodle launch with more quantity at same price"?
This is about increasing new product power through promotional packs.
You can also combine new and old products. Experienced FMCG veterans use this method—the tall leading the short. For example, old product A has 85% distribution. New product B just launched with only 15% distribution. That means in a local market of 1,000 stores, 850 have A, 150 have B.
Now, what's the fastest way to build new product? You'd use old product to drive new product. But be careful: never buy A get B free, or buy old get new free, because that kills the new product. Why? **If you give new product as a gift, it's doomed** because terminals got it free, won't push it, and if it doesn't sell, they'll cut prices without limit.
What about buy B get A? Buying new get old isn't effective either because B is just starting and has no consumer base.
The best method? I'll tell you: **Buy 4 boxes of A plus 1 box of B as a set, and get 1 box of A free.** What's this? A promotional set of old and new products. Think: if you roll out this promotion, how many stores locally would be interested?
850 stores (since A has 85% distribution, out of 1,000 stores, 850 have A) would see: "Hey! Buy 4 boxes of A, plus 1 box of new B, and get 1 box of A free. That's a deal!"
They'd buy the set for the sake of old product A. So, could this promotion potentially boost new product distribution from 150 stores to 700?
That's your new product launch promotional pack support. Whether it's your own "more quantity, same price" pack or a combo of old and new, you decide.
3. **Distributor new product expense support**
The assessments we discussed are for your internal sales team. Next, if your sales team is willing, are your distributors willing?
Do your distributors have new product task volumes? Will their rebates be higher for new products? Will the expense retention coefficient be higher—e.g., 1 yuan per box market expense for old products, 3 yuan per box for new products?
If distributors get higher rebates, more rewards, and greater market expense support, and they also have new product tasks, then the interests of manufacturer and distributor align. That's "distributor new product expense support."
4. **New product terminal image and material support**
Do you need to do terminal work for the new product? Create image stores, do store signs, posters, banners, KT boards, and various promotional materials?
If you want employees to sell new products, have these materials been produced? Will you allocate materials with each distributor shipment, or based on distributor purchase amount? Including expenses for creating new product model stores and display rewards—how will these be reimbursed?
5. **Distribution resource support**
New products need to be distributed from distributors to terminal outlets. How?
Some manufacturers give distributors a "100 plus 10" deal for new product launches, letting distributors convert that into local promotions. But first, local terminal promotions vary widely, leading to price cuts and cross-region dumping. Second, without national standards, headquarters can't audit whether distributors are withholding promotional resources. I don't recommend this.
For terminal distribution, is it one box free with two packs, or buy five boxes get ten packs plus display rewards? If distributors hold ordering meetings for secondary outlets, how are resources split between manufacturer and distributor? Does the distributor cover all, or does the manufacturer pay for meals and lodging, and the distributor for promotions?
The formulation and reimbursement procedures for new product distribution resources are the fifth support system.
6. **Distributor new product personnel assessment support**
After all, new products are sold by distributor staff, not distributor bosses. Does the manufacturer design resources to assess distributor employees? Do distributor employees get extra rewards for each new product outlet they open? For creating a new product model store? Will our company provide extra commission incentives for distributor employees selling new products, etc.

**3. Establish Execution Standards: Solving "Do Employees Know How?"**
The third thing is whether employees know how. That means establishing standards. **Standardized management is a familiar term, but what's its significance?** I think it's two things:
  1. **Evaluate rewards and penalties based on standards:** With a standard, I can measure whether you're doing well. Then I can assess and reward/punish, maintaining organization and discipline.
  2. **Pass down senior experience through standards:** Sales teams always have rookies and veterans. A rookie asks a veteran: "Brother, how are you so good? You visit a store and close a deal. I'm unlucky—when I visit, they say 'get lost!' Teach me how you do it." If the veteran replies, "Just figure it out yourself; it's a skill..." then the rookie remains confused. But with standardized management, the veteran can say "the 8-step visit!" That's the transmission of experience, an effective working method. Our industry's "zero-store visit standards," "merchandising standards," "case-cutting standards"—all mean this: passing down experience.
To make employees feel they know how to sell new products, you need to establish several standards:
1. **New product target market standard**
Tell employees which market to sell the new product in. Where is the target market? Most companies don't launch new products across all 2,600 counties at once—that would scatter resources and reduce chances of success. Companies have learned to roll out in waves, with key markets in the first and second phases.
Is your first batch of key markets where you have strong sales and a good foundation? Or provincial capitals with high consumption? Or, like fertilizer companies launching a new economic crop fertilizer, targeting economic crop areas first?
2. **New product target store standard**
Second, select target stores. As I've taught before: distribution rate is not always better. For example, in the beer industry, a new product might first sell in exclusive agreement stores. Xiwang corn oil retails at over 100 yuan per bottle, so it targets stores where Luhua peanut oil sells well (since Luhua is even more expensive). For a new beer retailing at 8 yuan per bottle, you'd screen stores that bought over 100 boxes of 6-yuan beer last month—they might also sell the 8-yuan beer. So establish target store standards for employees.
3. **Standard for "visit rate" to new product stores**
With target market and target store standards, next is visit rate standards. For example, companies with route management might require new product stores to be visited twice a week (regular stores once). For companies without route management, require each county to create ten new product model stores, and area directors must visit twice a month. New product stores need a visit rate standard.
4. **New product sales standards for distributors**
Next, standards at the first-tier distributor level. Will the new product be given to existing distributors or split to new ones? What safety stock must distributors maintain? How should new products be displayed in their own stores? How to assess distributor employees for new products? Provide a template for distributor employee new product sales assessment, and it must be posted on the wall—once posted, distributor employees see it, preventing distributors from withholding.
5. **Standard for new product distribution intensity**
Next, distributors need to sell new products from their warehouses to terminal and secondary outlets. There must be standards. As mentioned last class, some companies give distributors a "100 plus 10" deal and let them convert it into gifts and terminal promotions. This has big side effects. Why? All distributors get the same deal, but one converts it to "buy 10 get 1 free," another to "buy 1 get 3 packs," another to "buy 10 get 1 bag of rice." With different promotions across regions, you can't monitor, and headquarters audit can't check, leading to price chaos and widespread withholding of promotional expenses. So, for new product distribution intensity, do you have a national standard? Or province-specific? Or branch-specific? You need a standard to manage, evaluate, and audit.
6. **Standard for new products at terminal stores**
Further down, new products at secondary and terminal stores need standards. Veterans in FMCG know: barcode, position, display, price, promotion, sales aid, service—these are the seven elements of terminal sell-through. New product stores should have standards for these seven elements, and model stores should have higher standards.
  1. Barcode standard: e.g., new product stores must stock several flavors.
  2. Position standard: e.g., new products should be placed in specific positions—top shelf in coolers, shoulder-to-hip height on supermarket shelves, as that's the best position.
  3. Display standard: e.g., each flavor must have at least three facings.
  4. Price standard: e.g., retail price must be 5 yuan per bottle, clearly marked.
  5. Sales aid standard: e.g., stores with new products must have one KT board and two banners.
  6. Promotion standard: e.g., for launch promotion "buy 3 get 1 cup," the poster must be displayed, and cups must be attached to products.
  7. Service standard: e.g., damaged or expired new products must be replaced immediately.
7. **New product launch self-assessment questionnaire**
When I worked at Coca-Cola, for a new product launch, the company issued a self-assessment questionnaire. Here's an example:
Case: Coca-Cola's new product "Tian Yu Di" tea launch
[Self-assessment questionnaire]
Sales personnel use the questionnaire to self-check. If you can't answer "yes" to a question, go back and work harder. If you answer "yes" to all, congratulations, you're a diligent sales elite!
Preface: Usage guide:
  1. If all answers are "yes" or "correct"—good results! Success!
  2. If many answers are "no" or "not done"—there's a problem! Not successful!
  3. If you need help—contact your supervisor!
**Body: Self-assessment questions**
**1. Correct channel distribution and placement**
**2. Price**
**3. Store layout**
**4. Model store plan**
**5. Sampling**
**6. Promotions**
**7. Coca-Cola cooler display**
**8. Foodservice channel merchandising**
Do you understand the meaning? They give us dozens of questions to ask ourselves. Only if you think you've done all of them can you tell the company the new product isn't selling. If you haven't done one, no excuses—go back and work hard.
We all know that doing all these would take a year.
So, for the execution system of increment planning, last class covered "willingness" and "can it be done." Now the third: "establish standards, employees know how."
First, where to choose target markets; second, where to choose target stores; third, how many times to visit new product stores per week; fourth, standards at distributors; fifth, standards for selling to secondary outlets; sixth, standards for the seven elements at secondary/terminal stores; seventh, a questionnaire for self-check.
With all these standards, just follow them. So, this solves "do employees know how."

**4. Monitoring: "Are People Actually Doing It?"**
How to monitor? Using new product sales as an example, I suggest tracking these five indicators in order.
1. **New product shipment rate**
I'm a sales rep, you're a distributor. The company launches a new product, ships the first truckload to the distributor. The distributor takes it back, tries hard but can't sell, and doesn't order the second truckload. Is that normal? Very normal. The sales rep might need to communicate with headquarters about support needed for sell-through.
But if I'm a sales rep, you're a distributor, and our company launches a new product, but you haven't even ordered the first truckload—that's not the distributor's problem; it's the sales rep's failure. How can you manage a distributor so poorly?
What does "new product shipment rate" mean? Some companies have 1,500 distributors nationwide, and the boss complains new products don't sell. I say: check your shipment data. How many of your 1,500 distributors have shipped new products? If 400 haven't, your overall shipment rate is 73%.
Going deeper, some area managers manage 6 distributors and complain new products don't sell. Check: if 2 of the 6 haven't shipped new products, that manager should be "beaten."
For new product launches, the shipment rate to target market distributors must be 100%. If target market distributors don't ship 100%, internal penalties should apply. So the first indicator is whether target market distributors have 100% shipped.
2. **New product core stores**
Now distributors have shipped. What's the second indicator? Create new product core/model stores. This is essential for smooth sales. The manufacturer's sales rep must first win over the distributor boss. How? By demonstrating: "I'll personally take goods out to distribute and create model stores. See if they sell."
Manufacturer reps personally create new product model stores. We know that once a model store is established, at least in that store, new products can sell. So the first indicator is shipment rate; the second is creating model stores to show distributors, making them see with their own eyes.
3. **New product distribution rate in target outlets**
Distributors have shipped, model stores are up. Third, win over the distributor's team. How? Push the distributor boss to invest, assess and reward distributor sales reps: new product sales commission, rewards for number of new product outlets, rewards for creating core stores. Only by mobilizing the distributor's team can you increase distribution in target outlets.
4. **Distribution resource support**
If the first three indicators are achieved, new product sales performance is likely to follow naturally.
5. **New product share**
Fifth is new product sales share in the region (new product sales divided by regional sales). As mentioned, this indicator is persuasive, encouraging people not to compare badness but to emulate the good.
To manage new product sales, if you directly manage the final result—new product sales performance—that's leapfrog management, creating opposition. Employees stuff new products into distributor warehouses, then if they don't sell, they give excuses.
Track these five things. First, has your distributor shipped new products? Second, have you created core and model stores? Third, is the number of new product outlets in target areas sufficient? Fourth, is new product performance good? Fifth, what's your new product share compared to others? Why is someone else's share higher and yours lower?
This is process indicator management.
Why do process indicators? Because they're more reliable! From the starting point (manufacturer produces new products) to the endpoint (new products sell at terminals), lock in five process nodes. By tracking these nodes step by step, results become more controllable.
Once the five process indicators are locked, what then?
  1. Bottom-up reporting: regions report progress on these five indicators to headquarters.
  2. Top-down ranking and monitoring: rank shipment rates, core store creation, distribution rates, performance, and new product share.
  3. Level-by-level verification: during new product sales, supervisors might be required to check a certain number of new product terminal stores daily. Headquarters audit goes down to verify whether the reported five indicators are true and not falsified, and to check new product stores.
  4. Region-specific verification: each region sets its own verification targets because new products may differ, or mature vs. non-mature regions have different channels or target stores. List each region's new product work requirements, and when headquarters audits, check against that list.
This system of reporting, tracking, ranking, and verification is monitoring—whether new products are being worked on.

**Conclusion: Use the Way to Drive the Technique**
Now, all four things are done:
  1. First, use assessments and demonstrations to solve "willingness."
  2. Use market support systems to make people feel "this has strong support, it's doable."
  3. Establish standards so everyone knows to follow them, solving "know-how."
  4. Monitor progress through process nodes, solving "are they doing it."
This is a project's execution management system.
Finally, even if you've planned meticulously, you might still find that the promotion gifts aren't accepted by terminals, or the assessment plan has issues. So, when headquarters does monthly inspections, they should also gather market feedback on this management system, identify problems, and revise the system next month. Policies must iterate and self-correct to stay alive.
Let me emphasize again: at year-end, everyone is making 2018 sales plans. No matter how you make the plan, an annual increment plan without a supporting execution system is fake, fooling ghosts. Plans can't self-execute. If you, as a senior executive, think setting a plan and some assessments will lead to results, you're too lazy and too naive.
Today we discussed the "new product sales execution management system." This system is universal. Whether you're having employees sell new products, build core stores, enter new areas or channels, or any project, you can and must use this system to ensure execution.
The specific cases, reports, and details I mentioned in class—like "4 boxes of A plus 1 box of B, get 1 box of A free"—are "techniques." **Techniques are important; otherwise, why say "technique has its specialty."**
But I suggest you forget the techniques after hearing them. Why? Because techniques vary too much. This person, this time, this place, this matter—even within the same company, different regions, one manager's method can't be copied by another.
**What is the "Way"? The Way is what aligns with fundamental laws of things.** These two classes covered four phrases: Are you willing? Can you do it? Do you know how? Are you doing it? That's the Way. The Way is replicable.
So, **use the Way to drive techniques; lift the net by its main cord. If you can't grasp the Way and obsess over report details, you have small wisdom but big plans; techniques won't serve you and will only cause suffering.**
Block out the noise of details and forms, return to common sense, and reflect on the basic laws of sales management. You'll find things can be that simple.
On December 5, 2017, Teacher Wei Qing's public course in Guangzhou will specifically cover the full set of methods in "Annual Increment Planning & Spring Festival Stock Pressure Management." You're welcome to attend.
Thank you, goodbye.

Link
**Source: weiqinglaoshigongsi (pinyin: Wei Qing Teacher Company)**
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