The first principle for salespeople managing distributors is to do, because action speaks louder than words. First, consider this question: Will a distributor cooperate with and support a salesperson they do not trust or respect? A few years ago, during a training session at a company, I learned of an example where a distributor called the company's sales manager, angrily demanding that the salesperson responsible for their market be replaced. The distributor threatened, "If you don't replace the salesperson, I won't sell your products anymore." So, how can salespeople earn the trust and respect of distributors, thereby gaining their willingness to cooperate and support product sales? "Doing" is the best way for salespeople to work! What distinguishes the successful from the unsuccessful in a company's sales force? Successful people are not necessarily the most attractive; they are those who understand that selling is a verb. "Selling, first of all, is selling yourself." How do you sell yourself to distributors? Start by doing. Doing is the best way to earn distributors' trust. Because they know you are there to help them, not as an imperial envoy who only looks down and points fingers. Distributors' goodwill toward salespeople is not based on what they hear them say, but on what they see them do. Doing is the best way to earn distributors' respect. Because through your actions, they realize you are not a braggart; you have skill, ability, and professionalism. You are someone who can help them. Doing can fill distributors with confidence in your product. Because they have already seen that the product is welcomed by the market and can make them money. Doing can fill distributors with confidence in the market prospects. Because they have already seen the product's sales potential and envision their dreams of wealth. Doing can fill distributors with confidence in your company. Because through you, the product, and the market, they recognize that your company is responsible and has a promising future. Many problems in cooperation with distributors can be solved through "doing." When distributors lack confidence in your product, you can demonstrate it to them personally; distributors' confidence is built through action. When distributors complain that your product is hard to sell, you can show them by doing; facts speak louder than words. When distributors encounter sales problems, you can replace words with action. The power of example is infinite. What to do? There is much that salespeople can do: You can train distributors' staff to better master product knowledge and sales skills; You can help distributors find new sales growth points and new sales opportunities; You can help distributors solve difficulties encountered in their market sales; You can help distributors improve their internal company management; You can help distributors with market management; You can help distributors create a model market. Doing can contribute with strength or with wisdom. You can do big things, or start with small things. In summary, salespeople should remember three requirements: (1) Do first, then talk. (2) Do more, talk less. (3) Replace talk with action. This story might inspire you: One day, George Washington, wearing a knee-length coat, walked out of the barracks alone. None of the soldiers he encountered recognized him. At one spot, he saw a corporal leading his men to build a barricade. "Put your backs into it!" the corporal shouted to the soldiers carrying a huge block of cement, "One, two, put your backs into it!" But the corporal's own hands didn't even touch the block. The block was heavy, and the soldiers couldn't get it into place. The corporal shouted again, "One, two, put your backs into it!" The soldiers were almost exhausted, and the block was about to roll off. At that moment, Washington rushed over and, with his strong arms, braced the block. The assistance was timely, and the block finally settled into place. The soldiers turned, embraced Washington, and thanked him. "Why do you just shout 'put your backs into it' and keep your hands in your pockets?" Washington asked the corporal. "You ask me? Can't you see I'm the corporal here?" "Oh, that's true!" Washington said, unbuttoning his coat to reveal his uniform to the corporal, who was looking up with his hands clasped behind his back. "By my clothes, I am the general. But next time you have something heavy to lift, call on me." Editor's note: The editor has selected 1,067 articles from nearly 1,900 published on this official account, categorizing them into 14 major categories and 57 knowledge points, systematically compiling frontline marketing management content into a library for your learning. From market to customers, covering practical combat and management, all are valuable. After following the account, reply with the number "1" to browse and view related content.