Click to read the original article for details. Since 2014, almost all FMCG B2B matching platforms have entered the market with shared sales as a key strategy. While this aligns with the asset-light business model of internet platform companies, in practice, most have not performed well, with few success stories. The reasons for failure are simple: either they directly conflict with frontline brand sales reps, making it nearly impossible for platform shared sales reps to replace them; or they target non-first-tier brands or distributors, leading to conflicts with regional distributor sales reps and ultimately burning money on traffic. Is the shared sales rep a false proposition? In my view, the shared sales rep is not a false proposition; the key is to determine the most appropriate role or angle to enter. First, let's look at the possibilities from different angles, then I'll share my practice and summary, hoping to provide some help. First, platform-owned shared sales reps As mentioned above, national or regional matching B2B platforms generally choose to build their own shared sales teams (essentially ground promotion). The advantages are easy management, control, and rapid GMV growth. But the disadvantages are also obvious: first, it requires a lot of money; second, it conflicts with traditional channel sales reps; third, it has the same drawbacks as brand sales reps (e.g., cross-region selling). From current development, the break-even point is far off. Second, brand sales reps becoming shared sales reps When I first operated in various regions, I valued first-tier brand sales reps the most. Their advantages are large numbers and a fitting business model (visit-based selling). From a development perspective, brands have increasingly delegated some personnel control to distributors, making it a good choice from any angle. However, in practice, there have been no successful cases, for three reasons: first, brand reps' own task pressures; second, it's not legitimate, as it's a side gig for extra income; third, if the platform lacks subsidies, the income is not attractive. Third, regional distributor sales reps transitioning to shared sales reps After unsuccessful attempts with first-tier brand sales reps, we turned our attention to sales reps of regional traditional distributors. In fact, compared to brands, distributor sales reps are shared sales reps, but they serve a very limited number of brands, typically just the few that the distributor represents. In the future, as the FMCG supply chain consolidates, distributor sales reps transitioning to shared sales reps can maximize their efficiency. Practical case: How to implement shared sales reps? A prerequisite: There is already a local shared warehousing and distribution platform (unified warehousing and distribution platform) Core enterprises establish a unified warehousing and distribution platform. Distributors retain goods operation rights, while the platform provides warehousing, distribution, customer relations, and other services without participating in goods operation. The unified warehousing and distribution platform can easily achieve regional market coverage density, building the strongest barrier. At this point, shared sales reps can be extended, with multiple distributors jointly forming a marketing service company. " Note: In practice, choose appropriate categories as the entry point, avoiding categories with dense first-tier brand sales reps (such as alcoholic beverages and drinks), because distributors in these categories essentially act as movers for first-tier brands. From practice, it's easier to choose snacks, condiments, non-staple foods, daily goods, fresh and frozen foods, etc. Vehicle-based selling is difficult, and visit-based selling lacks personnel. " 1. Initial sharing of customer relations: The original sales reps of distributors in the marketing service company are reorganized to form shared customer relations, serving various distributor product categories. At this point, shared sales reps must build comprehensive service capabilities. In addition to traditional visit-based selling, display, and return/exchange services, they must also continuously train terminals to place orders independently and guide optimization of product structures. Therefore, shared sales reps must shift their mindset from sales thinking (promoting products) to service thinking (serving stores), and have a mindset of aligned interests among distribution, customer relations, and customers. 2. Building terminal profiles: This is the foundation for refined operations. Through shared sales reps, tag the stores they are responsible for, such as spatial attributes (community stores, school stores, factory stores, office buildings, breakfast spots, etc.), time attributes (24-hour, etc.), channel attributes (tobacco/alcohol stores, vegetable stores, convenience stores, comprehensive supermarkets, restaurants, KTVs, etc.), operational attributes (mom-and-pop stores, chain stores), area attributes, etc., to facilitate precise marketing by the platform and brands later. 3. Opening customer relations capabilities: Horizontally unite other distributors in the region, share products on the platform, and if distributors have warehousing and distribution capabilities (such as vehicle-based selling), provide customer relations services. The specific operation is that suppliers set product sales commissions. This can: first, provide better services to stores (full product range); second, reduce supplier order acquisition costs and effectively expand sales scale; third, increase customer relations personnel income. 4. Conducting shared marketing: United distributors can carry out marketing activities on the online platform, guiding shared sales reps (e.g., through WeChat groups for product and activity presentations). This can attract customers to purchase online and also allow customer relations personnel to quickly familiarize themselves with products, integrating online and offline marketing. 5. Creating marketing scenarios: Initiated by the platform, using data to improve the efficiency of matching people and goods, and based on store attributes and other factors such as weather, season, holidays, school openings, etc., organize distributors to carry out marketing activities. The underlying logic of shared sales reps 1. What is the difference between shared sales reps on a unified warehousing and distribution platform and those on regional B2B platforms? Unified warehousing and distribution platforms differ from regional B2B platforms in nature. Warehousing and distribution platforms provide services without goods operation rights; operation rights remain with distributors. The marketing service company established with shared sales reps can be independently opened to other distributors without conflicts in goods operation. In contrast, regional B2B platforms hold goods rights, are closed, and only serve their own platform and distributed goods, being relatively exclusive. 2. Can shared sales reps only achieve shallow display, not personalized and vivid display? Shared sales reps belong to an independent third-party service platform. Whether deep or shallow display is achievable depends on whether the brand can provide a reasonable budget (benefit assessment mechanism) and standards for implementation. The brand provides creative ideas and plans, while the platform's marketing service company provides specific execution plans. Note: It is worth noting that over 90% of brands are "non-deep distribution" brands, with relatively fewer personalized requirements for vivid display; product distribution density is the core work. 3. What is the greatest value of shared sales reps? Through shared sales reps under the unified warehousing and distribution platform, a large number of non-first-tier brands can stand on the same starting line as well-known brands, achieving full network coverage with the help of the platform and shared sales reps. Additionally, based on internet tools, terminal display actions can achieve real-time visualization and online tracking, providing immediate feedback to upstream manufacturers. Once distribution density and terminal display are resolved, whether products sell well depends on the brand and the product itself.