If the process is done well, the result will naturally be good. In sales—especially FMCG sales—you must do well at the terminal, as insiders know. Doing terminal work won't generate sales on the same day; sales go left, terminal goes right, which is a paradox that insiders also know. Is doing terminal work difficult? Route planning, report design, standard visit steps... the technical stuff is no longer mysterious—just poach a regional manager from Coca-Cola or Master Kong. But after the technology becomes transparent, why do so many enterprises still launch terminal systems, only to either give up halfway or end up with 'unfinished' terminal work? Or 'heart in Tianshan, body already dead in Cangzhou?' Most of them are troubled by the paradox of wanting sales or terminal, and more often than not, they are like blind men touching an elephant, doing terminal work with half-understanding, falling into the traps of terminal management. More than a decade ago, I joined the marketing industry, and my first job was the most grassroots level of Master Kong's route management—assistant sales representative, a street runner. Later, I moved through positions as Master Kong office director, provincial manager, Coca-Cola, and private enterprises, successively working as route assistant sales rep, route supervisor, terminal route management planning specialist, and director. From the three roles of execution, management, and planning, I experienced the ups and downs of route management at the front line. Later, as a consultant, I successively initiated, coached, and even operated national sales offices for four enterprises including Hualong Group, establishing the operation of route management systems. Over a decade of marketing career, I have formed an unbreakable bond with terminal route management. During this period, every time I wanted to jump ship to leave a company or as a consultant to end a project related to route management, I would feel proud and think I had improved my skills in this field, even knowing everything. But every new attempt brought new problems that made me bleed and exhaust my thoughts. Finally, I crossed the river by feeling the stones, trying carefully, and then I could make some new progress. Looking back after more than ten years, my biggest feelings are two sentences: 'Looking at the mountain, running the horse to death; the more you learn, the more afraid you become' and 'Route management is fundamentally trap management (because there are too many traps on the road).' Now standing on the shore with scars all over, I look back and see some enterprises in the traps struggling desperately (what's more funny is that my old employers Master Kong and Coca-Cola are also playing in the well) or wandering around blindly even when death is imminent. Looking across the traps, more enterprises are holding money and queuing up to jump down. I can't help but speak out, writing down my personal lessons and thoughts for peers to avoid dangers on the road. Trap 1: Loving dragons on the surface, lacking firm belief Concept determines action: 'If the terminal is good, the market will be good; the terminal decides the future.' Everyone can say this, but do they really believe it? Are they just shouting it, while in their hearts they are still wondering: Is it worth spending so much effort on terminal work? Do we need to recruit so many people to put up posters? Why have Coca-Cola and Master Kong been unswervingly doing terminal work for so many years? Why is their terminal work done well? Because it is their tradition; they have always been doing it. From top to bottom, they believe that 'terminal construction can bring sales, and terminal construction is the right way to increase sales.' 'Believe and it will work; sincerity works.' Saying this sounds a bit like a charlatan. But actually, it's about psychology. If you truly believe that the terminal will bring sales, you will mobilize all resources and be determined to go all out to win this game. If you are skeptical and wavering, then the decision of whether you can win in this game is not in your hands. An unsettled heart will prevent you from acting on your decisions; you will retreat when faced with difficulties and start with a bang and end with a whimper. But the market doesn't give you the chance to hesitate or wait and see. Why do domestic enterprises always 'fail' in terminal work? Because their tradition is not this. Their sales work has always been about grabbing distributors to hold order meetings, buying out market operation rights, and doing trade promotions with gifts! Doing terminal work? Route visits? Route manuals? I understand the logic, but 'but I haven't done this for so many years, and goods are still selling like crazy.' When I have nothing to do, I can do terminal work, but when I'm busy, I have to ensure sales first... How can we make everyone 'believe'? It relies on repeated propaganda to brainwash, model markets to set examples, and coercive measures to guarantee. The most important thing is the boss's determination—the boss himself must pass the psychological test: 'The terminal is a strategy, the lifeline for the future stable improvement of the enterprise market; we must do terminal work well.' Instead of loving dragons on the surface, doing terminal work for three and a half days, seeing that it costs more money and sales haven't risen immediately, then giving up halfway and returning to the old ways. Trap 2: The master works while the servant rests; the manufacturer sings a solo Structure determines function: Establish a terminal visit personnel team, a terminal distribution distributor/dealer team, and establish a division of labor and cooperation model between the manufacturer and the dealer. The most problematic part of this link is the cooperation/division of labor between the manufacturer and the merchant. Why do some enterprises see sales decline after doing terminal work? Often they stumble here. The manufacturer sings a solo: If the manufacturer's assessment and incentives for distributors only include sales tasks and do not involve terminal performance rewards or penalties, distributors will not make efforts on terminal performance, leaving the manufacturer to fight alone. Distributor self-sales capability shrinks: If the manufacturer's terminal sales reps are assessed on sales tasks, they will desperately take orders, even telling retail stores, 'In the future, call me when you need goods, don't contact the distributor.' In the end, the distributor simply withdraws the people and vehicles originally invested in this product to sell other products—since the manufacturer has sent people, right? Fine! You sell your goods; I'll just deliver according to the orders. Distributor resistance: Some distributors even think that the manufacturer doing terminal work is to take away their rice bowl and incorporate their market. Secondary wholesalers' enthusiasm declines: Wholesalers are angry; if your sales reps take all the orders, what do we sell? Wholesalers stop selling! ... Sales and the market ultimately rely on distributors. If the channel doesn't cooperate and distributors don't exert effort, the result will definitely be the master working while the servant rests, doing more with less. The manufacturer invests a lot of resources in terminal work, exhausted, while the distributor is calculating behind the scenes and letting the chain slip. Solutions:

  1. Add terminal performance reward indicators to the distributor's rebate policy. Part of the rebate becomes a reward. To get the reward, distributors must have their people also put up posters (at least they can tear down competitors' posters), improve distribution rate and visibility performance.
  2. Choose selective distribution instead of intensive distribution. In a city (especially prefecture-level and above), there are 5,000 outlets. The manufacturer's terminal sales reps don't need to cover all of them; visiting and controlling 50% of the outlets is enough. Even fishing has its seasons; don't kill them all—leave room for wholesalers to survive, and the manufacturer's costs won't be so high.
  3. Ensure the enthusiasm of the wholesale channel: If the manufacturer is determined, it can also cover the terminal extensively, but the orders taken by terminal sales reps should not all be handed to the distributor. According to the terminal's inherent supply channel, transfer the orders to its upstream wholesaler, trying not to excessively disrupt the ecological environment—disrupting the original logistics food chain. Of course, this involves a series of detailed difficulties: confirming the upstream supplier for each retail store, eliminating wholesalers who don't deliver in time, handling disputes where several wholesalers compete for one terminal, etc. But in fact, after overcoming these detailed difficulties, the effect is really good. Some enterprises in the marketing industry are already doing this and succeeding.
  4. The manufacturer's terminal work should grasp the scale: do the market, not sales. The manufacturer's terminal sales reps should not be assessed only on sales; don't force them to desperately sell goods and duplicate the distributor's existing sales visit work. Otherwise, the distributor's employees and the manufacturer's sales reps will conflict (if you take the order, it doesn't count as my sales, affecting my bonus). Terminal sales reps should be assessed on terminal indicators (distribution rate, number of items, visibility, etc.). Their responsibility is to take new product orders to improve distribution rate and visibility (and on weekends, do community promotions and brand promotion). Instead of the manufacturer taking orders and the distributor delivering. From my experience, when distributors clearly know that the manufacturer's terminal team is positioned this way, they won't be angry but will 'breathe a sigh of relief and put their hearts at ease,' and sell goods even harder.
  5. Keep a close eye on the distributor's self-sales ratio Tell the distributor: Our terminal sales reps are here to help you distribute new products, increase the number of sales items, and increase distributor profits. Old products are still sold by the distributor's team; the manufacturer's reps don't take orders for old products, so you can't withdraw any of your people or vehicles—let the distributor clearly understand that the manufacturer is here to do the market, not to do sales for him, nor to replace his original self-sales function. Regularly provide data analysis to the distributor: This month, our terminal team helped you develop how many new outlets, promoted how many new products, and helped you earn how much money—let the distributor truly feel the benefits brought by the manufacturer's terminal construction. If a distributor reduces his personnel and vehicle investment in our product? The manufacturer should go to negotiate with a pile of evidence of his delivery failures and too-low self-sales ratio, using threats and inducements, torment and torture—until he increases his personnel and vehicle investment. If the orders taken by the manufacturer's reps account for more than 30% of the distributor's shipments? Both the distributor and the manager in that area should be disciplined. Trap 3: Loss of control over personnel management Management determines efficiency: Terminal construction requires adding people. Once an enterprise starts doing terminal work, the number of people will inevitably multiply. Rapid recruitment and training of talent has become a detonator for terminal sales. In 'Bright Sword,' the Kuomintang general Chu Yunfei sighed: 'The Communist Party's speed of building a team is too terrifying.' Yes! That's the effect we want. Once people are recruited, they need to be managed. If the management system can't keep up, too many people will cause chaos, such as: The terminal distributor's strength, network, and transportation capacity are severely insufficient. Terminal sales reps visit the market and take orders, but no one delivers, and soon the system idles. The market foundation is poor, distribution rate is less than 15%, market share is less than one-tenth, there are no strong promotional policies, and the distributor's network development capability is insufficient (for example, hotels require credit sales, and the distributor can't provide credit). As a result, terminal sales reps have too low a daily closing rate; they run all day without getting an order, morale collapses, and they can't sell goods in stores, so they just put up posters every day. Previously it was extreme right: reps were lone wolves, no reports at all. Once terminal work started, it became extreme left: they fill out route manuals every day, count distribution rates, and even write down how many posters they put up today. Reps are exhausted, making reports every day, and they mock themselves as 'table brothers' (report makers), visiting stores is 'reading electric meters' (checking distribution rate), and even curse the company as a 'table company'—a good terminal sales system becomes a bureaucratic and corrupt report project. More common phenomena are: supervisors' inspection and management are not in place, terminal reps falsify reports, loaf on the job, intercept promotional items, skip big stores and visit small ones, deceive superiors and subordinates... Eventually the team collapses. Solutions:
  6. Ensure manpower supply Once you decide to fully launch terminal work, you face a huge manpower gap. The enterprise should have dedicated personnel and institutions for continuous recruitment (for terminal reps, the best talent channels are college entrance exam failures, demobilized rural soldiers, youth from poor mountainous areas, and factory workers). At the same time, start a 'reserve cadre' training camp among existing personnel.
  7. Establish and correct management standards Find people who truly understand the business to design the terminal sales report system, management manual, and meeting system. Make terminal visit work a fixed, periodic, and process-oriented job. No matter the reason, if reps have to spend more than an hour a day filling out reports for several consecutive weeks, there must be a problem with the report system—change it!
  8. Ensure promotion quality Headquarters should have someone monitor all regions that have established offices and started terminal visits from both result data and process data. First, monitor result data—after adding personnel for terminal visits, if sales still decline, there must be a problem! Second, monitor process data—after adding personnel, if reps only close two stores a day and sell only old products, there must be a problem! Immediately 'fly' over to investigate on the front line: where is the problem? At the slightest sign of trouble, act immediately.
  9. Grasp the key management points. Terminal personnel management is a system, but grasping two key points will prevent major chaos. 'Falsifying reports (especially employee daily work reports and route manuals) is unforgivable': False reports are contagious. Once false reports become common, then absenteeism, intercepting promotional items, skipping big stores and visiting small ones, deceiving superiors and subordinates all appear. 'Employees work in front, leaders check behind': Force supervisors to check employees' visit routes from the previous day every day and write inspection records. After checking, 'scold' at the next morning's meeting to correct and encourage, ensuring personnel efficiency. Trap 4: Focusing on one thing and losing sight of another; discarding fine traditions Terminal construction is important and is the general trend, imperative. But at different stages, enterprises have different levels of need for terminal construction. For mature enterprises and mature regions, terminal construction and route visits are the top priority. But for some enterprises or some regions, the distributor network is a mess, the company's product line is incomplete, headquarters' distribution logistics can't keep up, and the marketing department is dysfunctional... At this time, the terminal is not the 'main contradiction.' Should terminal work be done? Of course! Key markets can't be slow (if slow, you'll be beaten). The overall market can't be fast (if fast, the chain will slip)—for example, if distributors are too small to deliver, and wholesalers are slashing prices, then even if you put terminal reps on, they'll idle. Sales is a carriage that needs at least five horses to pull.
  10. Channel: selection, motivation, management of distributors, and price & profit management of distributor secondary wholesalers.
  11. Sales management: headquarters' real-time monitoring of sales, inspection and improvement of weak regions, promotional plans at seasonal turning points, and stocking policies before the peak season...
  12. Terminal: route visits, deep distribution.
  13. Market: headquarters' overall planning, planning, promotion control, and new product launch management.
  14. Product: new product development, product line sorting. When the horn of terminal sales sounds, if everyone's attention is focused on the terminal direction alone, focusing on one thing and losing sight of another, good things will turn into bad things. Solutions:
  15. Rationally choose intensive cultivation areas: Where should offices be established for terminal visits, and how should progress be controlled? The boss should give a schedule after evaluating three factors: current market sales, distributor delivery capability and cooperation, and existing execution and management personnel talent reserves. Don't advance blindly.
  16. Manage the terminal project independently, trading sales for time. Treat terminal construction as an independent project, with a project manager responsible for executing the boss's terminal promotion schedule. The project manager is only responsible for the terminal promotion progress, the office management system, and terminal performance improvement. The sales boss is independent of the terminal project, continuing to monitor sales data, find weak regions, launch turning-point promotional policies, and be responsible for sales. At the same time, the sales boss should be the project manager's backing, clearing obstacles in personnel execution and headquarters coordination for the terminal project manager. The boss watches sales, the project manager watches the terminal schedule. On the basis of ensuring sales, optimize the enterprise's market distribution model and terminal performance. This can reduce enterprise risk, reduce resistance to terminal promotion, and buy time for the full rollout of terminal construction.
  17. Establish a global reflection model to ensure the integrity of overall work structure. Every month, reflect on whether there has been any focus on one thing and loss of another during terminal construction. Has the overall promotion lagged? An example reflection model is as follows: Has the terminal project progressed normally and been completed? Have personnel recruitment and reserve cadre training been executed as scheduled? Is someone responsible for sales monitoring, inspection and improvement of weak regions? Is someone responsible for real-time market information feedback and rapid promotional counterattacks against competitors? Is someone responsible for promotional opportunities at seasonal turning points? Has the distributor contract, incentive, communication, and management work continued as always and made breakthroughs? Is someone responsible for product line updates and supplements? ... Special note: Why do some enterprises have booming sales before terminal work, but after terminal construction, sales decline? In addition to the 'master works while servant rests' reason mentioned above, another common trap is 'discarding fine traditions.' Previously, the enterprise was entirely sales-oriented: The boss watched data every day, and when he saw sales decline somewhere, he 'pounced' over to put out the fire... When the off-season came, the boss took business backbone on business trips across the country to visit the market, conceiving next year's new products, new flavors, and new bottle types. The boss kept in touch with major distributors every day to understand front-line dynamics... During Spring Festival, National Day, Mid-Autumn Festival, New Year's Day, and the alternation of off-peak and peak seasons, he issued order meeting policies, promotional policies, and exclusive store lock-in policies... Now all the fine traditions are lost; everyone is doing terminal work, focusing on one thing and losing sight of another, going too far! Trap 5: Internal game-playing; middle-level cadres become resistance The success or failure of terminal work, from the internal perspective of the enterprise, depends on the execution of middle-level cadres. Middle-level cadres connect the upper and lower levels. Downward, they are the direct leaders of terminal reps—determining what hundreds or thousands of terminal reps actually do. Upward, they are the boss's eyes and ears—transmitting market information to the boss, and the boss's hands and feet—tools for executing the boss's intentions. Unfortunately, middle-level cadres all have brains; they are not just tools. Most middle-level cadres regard their department as their own territory, a sphere of influence, rather than a scope of responsibility. When receiving instructions, their first reaction is: Will my brothers and I have to do more work? Will we earn more money? Will the interests of me and my department be harmed? The promotion of the terminal system often breaks down here! Doing terminal work requires doing many, many more things, but it can't immediately show sales. Middle-level cadres are only assessed on sales; who will help you do terminal work? In the end, the thousands of 'terminal reps' you invest in the market will become 'sales reps' under the management of middle-level cadres. What to do? While assessing regional directors/managers on sales, their wallets must also be linked to terminal performance. Common methods are:
  18. Terminal reps' bonuses are calculated entirely according to terminal work indicators such as distribution and visibility. Regional directors/managers carry sales targets while also carrying terminal indicators—sales calculate bonuses, terminal performance calculates additional rewards and penalties.
  19. Senior leaders inspect the market, implementing terminal scoring and rewards/penalties level by level.
  20. Headquarters establishes an audit team to implement terminal performance scoring standards (with specified weights and plus/minus standards for distribution, visibility, terminal visit rate, etc., and finally quantify the store's terminal performance by synthesizing the scores of various indicators).
  21. Every month, the boss circles areas on the regional roster, and the audit department, according to the boss's intentions, spot-checks terminal performance in designated markets and rewards/penalizes accordingly. When all front-line supervisors know that 'their income and promotion are directly related to terminal performance,' When regional managers hear the boss is coming to inspect, they are so scared that 'they jump up as if seeing a ghost and rush to put up posters.' When regional managers are all guessing, 'Will the headquarters inspection fall on me this month?' Only then does terminal construction truly begin. Trap 6: Popular discontent; terminal audit becomes the target of public criticism A problem has occurred! The headquarters' audit behavior has three subjects—headquarters/audit department/regional personnel—and their interests are inconsistent. Audit team: only cares about terminal performance and terminal scoring. Regional supervisors: care most about sales, and because they will be rewarded or penalized, they are forced to care about the terminal. Headquarters: shouts that the terminal is very important, but in fact cares most about sales. We learned in elementary school composition: A group of animals pull a cart together; the swan wants to go to the sky, the frog wants to go into the water, the rabbit wants to enter the forest... Different desires above and below, so internal game-playing begins, undercurrents surge, and rumors spread. 'My market has its own characteristics; competition is too fierce. Posters are torn within three minutes of being put up, so putting up posters is useless.' 'Now competitors are very aggressive in townships, and the market is in crisis. This month I want to pull people to attack townships, but your headquarters sends people to check the terminal and reward/penalize, which doesn't match the actual situation of my market, affects my work and my sales.' 'The headquarters audit department comes down every day to score terminals and calculate rewards/penalties, causing every director to apply for display rewards. Promotions have shifted from sales-oriented to terminal-performance-oriented. How can my region complete its sales?' 'The auditors don't understand the market. As a regional manager, my six markets each have their own focus this month: some are promoting new products, some are doing townships, some are changing distributors, some are developing blank outlets, some are signing exclusive agreements. The audit team should come down to assist me in checking the work priorities I've arranged, not to check the terminal uniformly. This will be disconnected from my market and hold me back. I'm doing sales while also having to deal with headquarters inspections!' 'In the terminal scoring, posters account for 15 points. These 15 points are easy to get; putting up posters is the simplest. Now reps go out every day to put up posters and can get these 15 points. But more important are the number of stacked boxes, displays, and price maintenance, which are hard to get. Now everyone picks the soft persimmon to squeeze, all going to put up posters, and no one handles other issues.' ... Are they right? Every word is reasonable. Headquarters shouts the terminal loudly, but ultimately wants sales. If a department must be dissolved, it would definitely be the audit department, not the sales department. Manage what you check, audit what you check. Different markets at different stages have different work priorities, and the audit direction should differ. This logic is very correct. Everything should be sales-oriented. Whether it's financial reimbursement, market planning, or headquarters audit, it should become a boost to sales, not two separate skins, each managing its own, ultimately becoming a resistance to sales. This is also the truth. The frog wants to live, the snake wants to be full; Qin Xianglian and the princess both have reasons; only Chen Shimei is the bastard—the audit department is caught in the middle, most embarrassed. Should we do terminal work? Yes! Why? Because if the process is done well, the result will naturally be good. The terminal decides future sales; if you don't do terminal work, you die. It's easy to explain. Conversely, if doing terminal work causes popular discontent and affects sales, what then? I'm afraid entrepreneurs will shyly say, 'Then I still want sales.' What to do? Solutions:
  22. Terminal scoring should also be sales-oriented. In the design of terminal scoring, increase the weight of terminal indicators directly related to sales (such as number of stacked boxes, display area, display cabinet display). Reduce the weight of pure visibility indicators (such as posters, door stickers), making the terminal audit standard closer to sales orientation.
  23. First audit regions capable of doing terminal work In the early stage, the focus of terminal audit should be mainly on core markets and mature regions with established offices and workstations. After the terminal model gradually stabilizes, expand the audit scope.
  24. Develop targeted visibility standards based on local conditions On the basis of unified scoring standards, regional managers propose and headquarters approves special terminal performance targets for each region. For example: In core markets, require the ratio of our product to competitor posters/display surfaces to be greater than 10:1; in aggressive new markets, require distribution rate to increase month by month.
  25. Reward and penalty standards should be comprehensive and moderate Comprehensive: After terminal scoring, rewards and penalties should not be simply defined by the score level, but by horizontal and vertical improvement. Horizontal: comparison of scores among markets of the same level. Vertical: the month-by-month progress of terminal scores in the same market. Moderate: Terminal rewards and penalties should mainly target the best and worst extreme cases; the scope of attack should not be too large. For the vast majority of regions, the amount of terminal rewards and penalties should not exceed 20% of the regional supervisor's monthly income. Clearly tell everyone that sales calculate bonuses, and process calculates rewards and penalties. Promotion is based on both sales and terminal scores; grasp both hands, both must be hard, to avoid 'movement expansion' where everyone focuses on terminal work and no one cares about sales.
  26. Keep whereabouts confidential, don't disturb the people The audit department's inspection itinerary must be absolutely confidential. The target markets and schedule for audit are known only to the boss and the audit department manager. First, to ensure you see the real phenomenon; more importantly, to not disturb the people—avoid regional personnel rushing to do visibility work to cope with inspections, disrupting normal work.
  27. Combine audit with the market After the audit department arrives at the target market according to the plan, notify the regional manager. The regional manager tells the auditors the market's work priorities for the month (such as new product distribution). During the audit process, the auditors 'help' the regional manager focus on inspecting this indicator and feed the results back to the regional manager—the audit becomes a partner and ally of the regional manager, not just an inspection team looking for trouble.
  28. Give regional managers a voice Require regions with established offices and workstations to strictly follow the company's required route visit guidelines for terminal coverage. Special circumstances requiring reps to temporarily adjust or stop route visits for special activities must be reported to the regional manager for approval, and the regional manager reports to headquarters for verification and filing. The audit department will consider this appropriately in terminal scoring rewards and penalties. For terminal rewards and penalties in each region, the region has the right to make internal adjustments. For example, the Mengyin region inspected three markets. According to regulations, the audit department decided to reward Mengyin 300 yuan, penalize Yishui 200 yuan, penalize Yinan 200 yuan, and penalize Mengyin region 100 yuan. The regional manager, based on his region's market arrangements, applied and after approval by headquarters leaders, adjusted it to: reward Mengyin 200 yuan, penalize Mengyin region 200 yuan, penalize Yishui 200 yuan, and reward Yinan 100 yuan—because this month the regional manager required Yinan to attack townships, so terminal decline is inevitable. Note:
  29. Regional managers can only make internal allocation adjustments among regions; the total reward and total penalty amounts cannot change. If you, as the regional manager, think the regional penalties cannot be adjusted, then bravely stand up and accept the penalty on behalf of your brothers.
  30. Penalties given by headquarters to the regional manager himself cannot be transferred to subordinates.
  31. All penalty and reward amounts are handed over to headquarters. The regional manager's own rewards and penalties belong to the headquarters reward and penalty fund. The rewards and penalties of directors and supervisors within the region are recorded by headquarters as the region's internal reward and penalty fund.
  32. Regional managers bear responsibility and feel the pain. Rewards and penalties for terminal performance should not only target regional supervisors but also jointly reward and penalize regional managers. Only when regional managers feel the pain will they urge regional supervisors to pay attention to the terminal. Otherwise, they will jump out every day to plead for their subordinates and find special circumstances as excuses.
  33. Unify concepts:
  1. Above and below share the same desire; terminal work must be done. The country wants family planning, but there are various special circumstances below—families with several daughters, families lacking strong labor, production teams distributing dividends per capita... If all are accommodated, China's population would definitely be more than 1.5 billion now! Similarly, which regional market doesn't have special circumstances? Everyone has a pile of urgent work to do. If every region's special circumstances are accommodated, terminal work will never be done well. Headquarters wants to grasp the terminal; this is the basic national policy. Those who go against heaven will be 'killed without mercy,' and those who spread rumors will be 'executed immediately.'
  2. The responsibility of regional managers is to complete both sales and terminal indicators simultaneously. The 'stage work priorities' of each market are mostly directly related to sales. That's fine; do your work, and the results reflected in sales are your bonus—you didn't work for nothing! The fairest assessment is not payment by quantity but payment by work. Terminal construction is a work result—once done, there are results. Sales is a financial result—the work process reflected in finance is sales. Everyone's income should be linked to both indicators simultaneously. Sales calculate bonuses, terminal performance calculates rewards and penalties. This means regional managers carry the sales result indicator on their backs while also looking at process indicators for work direction guidance. Complete sales and do the process well; being able to do both is your ability, focusing on one and losing the other is your dereliction of duty.
  3. Headquarters' terminal audit is not to disturb the people, but to get as close as possible to the actual market situation and promote sales. In headquarters' terminal scoring, the largest weights are on the number of stacked boxes, display area, etc., which are indicators directly related to sales. Improving terminal scores is improving sales. Half of headquarters' terminal rewards and penalties are based on comparison of scores with markets of the same level, and half on the vertical growth of your terminal scores. As long as your terminal is better than before, you will be rewarded. You don't have to give up your sales orientation and stage work priorities to unilaterally chase terminal scores and cope with headquarters inspections. Headquarters' terminal audit itinerary is completely confidential; it checks real phenomena, not rushed performances. If you rush to cope with inspections and disrupt normal work, that's your problem. Headquarters' terminal audit should cooperate with regional managers' work, checking the important indicators specified by the region for each area. From this perspective, headquarters audit is the region's assistant. Allow regions to make internal adjustments to rewards and penalties based on regional work priorities, giving regions full voice to combine with actual market conditions. This article is reprinted from: Sugar, Tobacco, and Wine Weekly Source: Wei Qing's Sina Weibo. Reply with the following keywords to categorize and query related professional articles: Sales Supervisor, Secondary Wholesaler Management, Regional Manager, Distributor Management, New Channels, City Manager, Competition, 2015, Manufacturer-Dealer Game, Product Stagnation, Terminal Visit Management, Route Management, Deep Distribution, Internal Management, Sales Skills, Profit Improvement, Recruitment, Distribution, Daily Management, Team Motivation, Trade Promotion, Sales Misconceptions, New Product Launch, Township Market, New Product Pricing, Sales Target Achievement, Forcing Orders, Market Visit Inspection, Baijiu, Beer, Sales Improvement, Agency Products, Cross-Region Sales, KA, Terminal Visibility, New Market, Market Operation, Learning, Book Recommendations, Inventory Management, Sales Novice, Consumer Promotion, Execution, Old Products, Expired Product Handling, Model Market, Investment Attraction, New Media, Distributor Development, Performance Appraisal, Assessment, Annual Planning, Shopping Guide, Morning Meeting, Display, Transformation, Stock Pressure, Holidays, Distributor Cost Control, Channel Operation, Marketing Theory and Laws, Brand Truth, Order Meeting, Team Management, Training, Work Report, Work Report Report.