Distributors often complain that certain salespeople are 'irresponsible towards distributors and the market,' 'never consider customers' feelings,' 'always side with the manufacturer,' 'dishonest and unreliable,' 'always delay solving problems,' 'act superior,' and 'interfere too much.'

Many salespeople work for seven or eight years without knowing what kind of salesperson distributors like, and thus cannot improve themselves. From the salesperson's perspective, few truly study how to satisfy distributors and ensure smooth business operations, and manufacturers may not pay attention to this issue either.

The author believes that to be a champion salesperson, or one who is liked and even respected by distributors, is indeed something we need to study and understand. So what kind of salesperson do distributors like?

1. Consultant-type salesperson

Consultant-type salespeople are generally knowledgeable, experienced, and good at summarizing. They have a deep understanding of the industry, solid marketing and management knowledge, and practical experience in market operations.

I estimate that more than 80% of distributors in the market today have operating models and management methods that lag behind modern requirements and are also behind manufacturers' operations. As a salesperson, there is ample opportunity to guide and train these distributors in a consultant capacity.

Main areas for guidance and training:

■1. Check whether their organizational structure and operation are reasonable, meet market requirements, and conform to professional division of labor.

■2. Whether performance appraisal is only based on sales volume or includes both qualitative and quantitative assessments, and whether the assessment items are reasonable.

■3. Whether organizational skills meet market requirements, and whether sales managers' capabilities meet business needs.

■4. Whether various tasks are institutionalized, process-oriented, and standardized. For example, how are sales meetings conducted? Are they held regularly? What content is discussed each day?

■5. Whether financial management has inventory ledgers; whether cashier and accountant duties are clearly divided; whether there are clear systems and processes for cash management, accounts receivable management, and inventory management.

■6. Whether offices and warehouses comply with '5S' requirements.

■7. Whether warehouse management has standards and systems, such as 'first in, first out,' 'daily settlement and monthly reconciliation,' 'rainproof, fireproof, lightning-proof, moisture-proof, and theft-proof,' with clear labeling and placement according to marked lines. Also, whether there are detailed ledgers for daily incoming and outgoing goods to ensure consistency between accounts and goods.

■8. Whether order tracking and order processing procedures are clear; whether there are after-sales service standards.

■9. Whether customer visits are route-based and standardized.

■10. Whether product selection, manufacturer selection, and brand selection are reasonable, as product structure relates to distributors' profitability models.

■11. Whether the markup rates for supermarkets and secondary wholesalers are reasonable, as this also relates to profitability, market share, and competitiveness.

■12. How to develop markets, which markets to develop first, how to manage secondary wholesalers, how to create customer files, how to negotiate with retail buyers, how to conduct promotional activities, etc.

We can discuss the above content in a consultant capacity, offering our views and suggestions for improvement, enabling customers to grow and develop under your guidance. We can also provide training to customer personnel based on their needs. In doing so, you will naturally become the distributor's teacher, and you will gain substantial insights from the discussions. Your business will then be worry-free—after all, wouldn't students listen to their teacher?

2. Salesperson who can secure benefits

Most distributors are 'benefit-driven.' Without benefits, even if your product is excellent and the manufacturer has a promising future, even if it's a Fortune 500 company, it doesn't matter to them. In my view, you should 'motivate distributors with benefits, and persuade them with benefits.'

Manufacturers typically have budgets for promotions, gifts, terminal expenses, advertising expenses, rebates, and transportation subsidies. It depends on whether you have the ability to obtain them and how you go about it.

■Case study:

I once had a very capable salesperson under me who was worth learning from in securing benefits. Whenever he entered a new market, he would first identify a representative supermarket, then mobilize the distributor to invest in making the supermarket's display, end caps, in-store advertising, promotions, and in-store demonstrations excellent. Next, he would invite his supervisor to inspect the market, check the work, and provide feedback. He would tell his supervisor that this store was very representative, could produce a certain monthly output, bring benefits to the company, and encourage other supermarkets to follow suit. Then he would request company support for expenses to create a model street and model market. As a supervisor, having such a salesperson in your area brings honor. As for expenses, who cares who uses them? The key is performance.

For distributors, facing such a thoughtful salesperson who also brings them benefits, why wouldn't they be happy?

3. Problem-solving salesperson

Market problems occur almost daily, but often distributors' complaints stem from salespeople not addressing market issues promptly. Over time, problems accumulate, leading to deeper resentment towards the manufacturer, eventually turning into adversarial relationships.

Typically, the following issues need timely resolution:

■1. Handling product quality complaints

Product quality complaints must be addressed in the shortest possible time, especially consumer complaints. Respond promptly, following the principle of 'external first, internal later,' meaning stabilize the emotions of the distributor and consumer first, provide some compensation to appease their resentment, and then take disciplinary action against internal personnel.

■2. Handling complaints about expense reimbursement

We often encounter distributors who advance expenses for entry fees, barcode fees, end cap fees, anniversary and holiday fees, terminal contract fees, terminal rebates, advertising and promotion expenses, etc., but are not reimbursed promptly. You must be true to your word regarding expenses. A distributor once told me a classic saying: 'To assess a person or a manufacturer, you can tell if they have integrity by whether expenses are reimbursed promptly.'

■3. Handling complaints about cross-regional selling (diversion)

Many salespeople tend to delay handling distributor cross-regional selling issues. At the salesperson level, I believe you should first report to your supervisor promptly, including the product name, quantity, location, store name, time, amount, the distributor's reaction, the degree of harm, and the damage caused to the market. Then wait for the supervisor's decision and promptly report the outcome to your distributor.

■4. Handling complaints about returns

Salespeople must master the return standards and procedures to avoid being caught off guard when distributors request returns. Returns from supermarkets and distributors are inevitable; as long as you can exchange goods promptly or follow the system, it's fine.

Of course, there are many other market issues, such as delayed delivery, poor service quality, inaccurate financial statements, short deliveries, and failure to carry out promotional activities as planned. As a salesperson, just remember: 'Handle matters promptly, accurately, according to standards, and according to procedures. ' I believe you will become an excellent salesperson who can solve problems.

4. Hardworking salesperson

Being able to achieve the above three types of salesperson requires a relatively high level of skill, and such salespeople are generally liked by distributors. However, many salespeople lack knowledge, experience, and average skills. My suggestion is that you must be diligent. As the saying goes, 'Heaven rewards the diligent.' Diligence will never make you disliked.

■Case study:

I once met a salesperson surnamed Chen, 23 years old, who had just graduated from school and had been in sales for less than five months. He was assigned to Yichang, Hubei. Yichang had always been a difficult market for their factory: three previous salespeople had failed to find a distributor to cooperate with. Among them was a potential customer whom the salespeople had repeatedly begged, but to no avail. After arriving in Yichang, Xiao Chen first stayed in a small hotel that cost 20 yuan per night. He didn't dare stay in a better place because he had no performance. After thinking it over, he came up with an idea. He went to the potential customer and asked if they were hiring, with the condition of three meals a day and no salary. The boss thought, 'Such a good deal exists in the world?' Xiao Chen saw the boss's thoughts and said he could try it out. The boss agreed.

After joining the company, Xiao Chen quickly became close with the distributor's salespeople. He helped carry goods, distribute goods, and every day after returning, he helped the boss count inventory, settle accounts, and clean up. He proactively did any work he saw.

Coincidentally, the boss's mother fell ill and needed to be hospitalized with no one to care for her. Xiao Chen volunteered to take care of her. He provided three meals a day, managed medication and injections, and took meticulous care of the boss's mother. In fact, the boss's mother even wanted to stay in the hospital a few more days.

It was only then that the boss remembered to ask Xiao Chen why he didn't want a salary. Xiao Chen then told the boss the whole story: he was from XX Company. The boss finally understood.

Xiao Chen earned the distributor's appreciation through his diligence. I believe no one in the world dislikes diligent people. When your knowledge, experience, level, and education are inferior, this is not a bad method. Even if you are experienced and highly skilled, diligence is still necessary.

What kind of salesperson do distributors like? I think salespeople should understand distributors' needs and think from the distributor's perspective more often. Then they will do well and become liked by distributors. For manufacturers, if your salespeople are liked by distributors, your market sales are half successful.

Source: Food Board (ID: tyjspb)

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