How to enter township markets and capture a share of the rural market is an urgent issue we need to address. Only by following a practical manual for distributor teams covering the Three Principles, Four Supervisions, Five Dos, and Eight Key Points can we hope to enter rural markets and open up a broader blue ocean of development.

In the past, Chairman Mao used the strategy of 'encircling the cities from the countryside and seizing state power by armed force,' which for the first time allowed Chinese peasants to save the Chinese revolution. The Chinese government's 'Three Rural Issues' policy then enabled Chinese peasants to save China's destiny, and under the new circumstances, this gave rise to the vigorous development of China's new rural economy. At the same time, farmers' income and consumer demand have increased significantly. The resurgence and rise of the rural market undoubtedly holds enormous potential—it can be said to be a huge treasure waiting for us to tap.

'Better to go back and make a net than to stand by the pond and admire the fish.' After carefully researching all weak county and township markets in the region, we systematically proposed a township market development plan based on the four-step approach of 'build a team, set standards, create model stores, and ensure implementation.' To create a healthy, harmonious, and sustainable development situation for the imported wine market in townships, we would like to share our actual case of developing township markets. Please feel free to point out any shortcomings!

I. Build a Team: Implement 'Dedicated Personnel, Dedicated Vehicles, and Professional Assessment'

  1. For a market to develop healthily and sustainably, a professional and stable sales team is essential. Given the actual situation in the township market, a certain trading company invested in 5 salespeople and 3 vehicles, with a reasonable division of labor. The market administers 20 townships, and National Highway 320 runs through it, dividing the market into two halves. Using Highway 320 as the boundary, we arranged one delivery vehicle for each side, and designated the county town as a separate area, with a dedicated person responsible for self-built and special channels, forming a management model with clear division of labor and personal responsibility.

  2. With dedicated personnel and vehicles, and combining customers with salespeople, we formulated the 'Salesperson Salary Assessment Plan,' implementing the management principles of 'more work, more pay; distribution according to work; and heavy rewards for new products.' We held progress reviews every five days, meetings every ten days, and monthly assessments, which greatly increased salespeople's enthusiasm and strengthened their combat effectiveness.

II. Implement the '8 Key Points for County and Township Market Development' to Achieve a New Situation

  1. Previously, the company issued several standards, but the results were not obvious, and this market was no exception. Why? It's like time: when people wear one watch, they can tell the time, but with two watches, they become confused. Therefore, there can only be one standard for market operations, and this standard must be adhered to long-term to achieve twice the results with half the effort.

  2. Standards are important, but setting standards is especially important. 'Water has no fixed shape, and markets have no fixed trends.' To set standards for township market operations, we visited all weak county and township markets and then formulated the programmatic and typical '8 Key Points for County and Township Market Development,' which pointed the direction for township development in this market. The owner and salespeople of the trading company were full of confidence and high morale after studying this plan. Here is a jingle:

  1. Assessment requires dedicated personnel and vehicles, otherwise development is hard to achieve.
  2. The boss's inspection is key; if you don't check, it becomes chaotic.
  3. Product construction follows the 6-10 rule; differentiated products make the most money.
  4. Model markets follow the three-three principle; building the network cannot be delayed.
  5. Market distribution follows eight steps; honest management ensures long-term success.
  6. Dedicated shelves must be visible at the entrance; long-term persistence is the real challenge.
  7. Products must be fresh and prices stable; any violation results in a fine of 1,000.
  8. Self-built channels must be valued; after a year, you'll be all smiles.

Note: Product construction 6-10 means that township terminal stores with one room should stock at least 6 varieties, and stores with two rooms should stock at least 10 varieties. Model markets three-three means that county-level markets should have at least 30% model townships, each township should have 3 model supermarkets, and 3 model wholesalers.

  1. Sales personnel strictly implement the '8 Steps for Customer and Salesperson Market Distribution' formulated by the office: 1 look, 2 discuss, 3 pressure, 4 deliver, 5 arrange, 6 collect, 7 record, 8 settle accounts. This has achieved a new situation in township terminals with diversified product varieties, maximized shelf space, unified prices, fresh dates, and harmonious customer relationships.

1 Look: When a salesperson enters a store, after greeting the owner, they first look at the product display to check if products are neatly arranged, if there are shortages, or if there are near-expiry or expired products.

2 Discuss: Discuss with the terminal owner about new product placement and replenishing stock, while also letting the owner taste new products and soliciting feedback.

3 Pressure: If the terminal customer also sells competing products or is a high-volume seller, consider how to get the owner to stock more products, with the aim of occupying terminal inventory and squeezing out competitors.

4 Deliver: After communicating with the terminal owner, you can start unloading goods. Be careful to handle them gently to avoid damaging products and causing losses.

5 Arrange: When arranging products, follow the product display principles: new products in front, double-row display; bagged products on top, single items below, vertical display.

6 Collect: Count and collect products with quality issues or near-expiry/expired products.

7 Record: Prepare a notebook to record in detail the terminal owner's opinions and other details.

8 Settle Accounts: The final step is to issue the invoice and settle accounts, then bid farewell to the terminal owner, completing the distribution work for that terminal store.

III. Create Model Stores: 'The Power of Example is Infinite'

This market has 20 townships, and each township has 1-3 terminals with relatively large area or sales volume. Doing these 1-3 terminal stores well will set a learning example for other terminals in the township. Therefore, doing model stores well is particularly important. When creating model stores in township markets, we follow three principles.

  1. Rectification must bring improvement. After rectification, the standard must be raised—whether in terms of product variety, shelf space, or image—to a level that competitors cannot surpass, making competitors lose confidence and back off.

  2. Rectification requires investment. Each image store should be invested with at least one shelf, and all products should be displayed in display boxes.

  3. Rectification must be consolidated. After the image store is improved, it must be maintained long-term, strictly avoiding a 'three days of fishing, two days of drying nets' approach.

IV. Ensure Implementation: Strong Execution is a Powerful Weapon for County and Township Development

Ensuring implementation means executing effectively. Execution is the ability to turn ideas into actions and actions into results, thereby completing tasks with quality and quantity. For an enterprise, no matter how great the goals and concepts, or how perfect the operational plans, if they cannot be executed strongly, they will ultimately be nothing but empty talk. To implement the office's county and township development plan, this market adopted the following four methods for supervision and execution.

  1. Every morning, salespeople report to the manager on the previous day's township market development progress, achievements, and problems.

  2. Every five days, a collective salesperson meeting is held to discuss and solve township market development difficulties through collective brainstorming.

  3. Every ten days, a township market development progress table is issued so that each salesperson knows their work progress, creating a positive competitive atmosphere of 'compare, learn, catch up, help, and surpass.'

  4. At the end of each month, the monthly township market development progress assessment is announced, rewarding the advanced and spurring on the backward.

Finally, let us share the company's 'Five Dos' spirit:

Do simple work repeatedly, Do repeated work persistently, Doing what you are unwilling to do is called breakthrough, Doing what you dare not do is called innovation, Doing what you cannot do is called change.

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