---
title: "Do You Know? Your Sales Team's Poor Execution Is Because You Haven't Solved These 6 Problems!"
description: "Execution, simply put, is 'doing.' It permeates every aspect of our lives and work, and anyone can be a policy maker as well as an executor. The issue of execution capability concerns the intensity and effectiveness of execution. In practice, various problems often arise, commonly referred to as poor execution, leading to deviations and even errors that significantly impact actual performance and final results, sometimes causing project failure or plan abortion."
author: "杜洪"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2015-07-02"
language: "en"
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---

# Do You Know? Your Sales Team's Poor Execution Is Because You Haven't Solved These 6 Problems!

> Execution, simply put, is 'doing.' It permeates every aspect of our lives and work, and anyone can be a policy maker as well as an executor. The issue of execution capability concerns the intensity and effectiveness of execution. In practice, various problems often arise, commonly referred to as poor execution, leading to deviations and even errors that significantly impact actual performance and final results, sometimes causing project failure or plan abortion.

Execution, simply put, is 'doing.'
Execution permeates every aspect of our lives and work. Anyone, any institution, organization, or group can be a policy maker, and equally, an executor of established policies.
The issue of execution capability concerns the intensity and effectiveness of execution.
In practical work, various problems often arise, commonly referred to as poor execution, leading to deviations and even errors during the execution process. This greatly impacts actual performance and final results, often reducing effectiveness significantly, and sometimes leading to project failure or plan abortion.
In the marketing industry, since the goal is to formulate various marketing policies and plans, and through their implementation, seek consumer recognition of products and ultimately generate purchase behavior, execution capability becomes particularly critical.
As mentioned above, deviations in execution capability are also a very common problem in the marketing industry. It exists in companies of all sizes and in every link of marketing policy implementation. How to ensure the effectiveness and quality of execution results, and how to strengthen execution capability, are concerns shared by many marketing professionals.
Now, let's analyze the reasons for execution deviations in marketing. I believe they mainly lie in the following aspects:

**1. Policy Issues**
Here, marketing policy is a broad concept, referring to various related policies introduced during the marketing process, such as sales policies, rebate policies, incentive policies, anti-diversion policies, etc.; it can also refer to various marketing plans, such as promotional campaigns, product launches, product distribution, etc.
The primary purpose of policy formulation is to adapt to the market, guide sales, and promote sales. It is a combination of comprehensiveness, authority, guidance, foresight, and efficiency. In this sense, the reasonableness, clarity, and ease of implementation of policies are crucial.
However, due to various reasons, policies often have many problems:

**1.1 Unreasonable**
Unreasonable policies mainly refer to policies that are inherently wrong, have significant loopholes, or are too difficult to execute.
For example, a sales policy for an unknown cigarette brand stipulating annual sales of over 100 million yuan in a relatively underdeveloped northwestern province is clearly inappropriate. This is almost an 'impossible mission' that would exhaust the sales manager. Furthermore, if such a market were to be treated as a key market with heavy investment, it would be counterproductive, giving the impression of having money to burn and being wasteful.
Another issue is that policy makers may not understand the market or have insufficient understanding. Instead of formulating policies based on thorough market research and actual market development, they rely on their own experience and imagination, assuming things should be a certain way. This easily leads to 'metaphysical' policies, directly causing distortion in sales policies, and the execution effect is predictable. This is the main reason for unreasonable policies.

**1.2 Lack of Overall Planning and Foresight**
Due to the special characteristics of authority, comprehensiveness, and guidance, policies have a significant impact on market development and product sales after implementation, even affecting the future of the product in a regional or national market.
However, due to various reasons, some decision-makers, such as the pursuit of short-term personal performance, low overall quality, low loyalty to the company, personal work enthusiasm, harsh market environment, complex industry development, etc., formulate policies that reflect typical one-sided, short-term, and temporary behavior, without considering the long-term healthy development of the brand. This is often referred to as 'treating the head when the head hurts, and the foot when the foot hurts.' In practice, I have found many such cases, especially common at the level of city managers and regional managers.
The consequences of this situation are severe. Implementing such policies may solve some immediate problems, and we can see a kind of prosperity, but it is temporary. The harm it causes affects the long-term development of the product in the local or entire market area.
Therefore, I emphasize that overall planning and foresight in policies are very important. Medium and long-term development plans help us better grasp and develop the market; short-term sales plans help us solve various problems in market development in a timely and better manner; considering market foresight in policies helps us develop more systematically and with goals, especially the optimal combination and application of various resources including human, financial, and material resources, ultimately enabling our products to grow robustly and healthily.

**1.3 Vague or Ambiguous Policies**
The fundamental purpose of formulating policies is for people to execute them. If a policy is not understood or comprehensible, execution will result in many deviations, and the final effect is predictable.
In this regard, I believe the cause of understanding errors and execution deviations should not be attributed to the executors, but to the policy makers.
So how can we eliminate or reduce understanding errors?
First, in terms of wording and explanation of relevant policies, it should be concise and clear, avoiding obscure, vague, or ambiguous words and phrases. For example, 'Please complete by X month X day' is much clearer than 'Please complete as soon as possible.'
Second, regarding the explanation of policies, since any company has a relatively strict hierarchical system, executors often have concerns and dare not ask when they have understanding deviations. However, if the explanation of policies is strengthened, such as designating a specific phone number and personnel for special explanations, it should play a good role in preventing and correcting deviations.
Third, improve the communication system, enhance the smoothness and effectiveness of communication channels, and reduce information distortion or loss.

**2. Institutional Issues**
The system mentioned here mainly refers to the various written regulations and management systems that a company needs for operation, which have a 'legal' effect and are used to constrain the behavior of the company and its members.
As an indispensable institutional system for company operation, various rules and management need to be formulated, such as attendance systems, compensation systems, welfare systems, daily management systems, sales systems, promotion and demotion systems, assessment systems, financial management systems, etc.
Institutionalized management is quite important for the operation of a formalized and scaled company. Various related management systems regulate the behavior of all personnel from low to high levels within the company's established management regulations; regulate all company behaviors within the allowable range of the company's established goals, and then connect and coordinate them to form a joint force to achieve company goals.
In a marketing company, the impact of systems on execution capability is considerable, mainly in the following aspects:

**2.1 Unreasonable Systems**
**2.2 Incomplete Systems, Not Forming a System**
**2.3 Imperfect Systems with Loopholes to Exploit**
**2.4 Inconsistent Implementation of Systems, with Varying Standards and Strictness, Seriously Affecting Employee Morale**

For example, if the company does not specify or detail the job responsibilities and authorities of marketing personnel at all levels, marketing personnel may either be at a loss or act recklessly when executing various policies, which obviously affects the final execution effect.
Another example: if the company's attendance management is not strict and relatively loose, employees will naturally develop free and loose living and working habits. The focus and final effect of such a marketing team in executing policies can be imagined.
Regarding institutionalized management, from ancient to modern evolution, there are various opinions on whether employees should be managed as natural persons or social persons. However, I believe that people are first natural persons. We need to constrain their natural attributes within a certain range, curb their self-expansion and excessive liberalization; then, within the scope of company systems and under the guidance of the company's established goals, let them exert their social attributes.
Therefore, institutionalized management is the premise and foundation of democratic and humanized management. Without institutionalized management, discussing other things would put the cart before the horse, which is very dangerous. Similarly, the execution effect of marketing policies cannot be guaranteed.

**3. Management Issues**
Management issues involve a wide range and many aspects, including administrative management, financial management, production management, personnel management, logistics management, sales management, etc.
Management is like ancient military strategies, also known as 'there are no fixed rules for soldiers, and no fixed forms for war.' Moreover, with the deepening of the market economy and the continuous development of various management theories, the artistry of management has been fully demonstrated. So when it comes to management, it is indeed a very difficult issue to detail.
Regarding the impact of management on marketing execution, I think it runs through the entire execution process and every detail. Also, when discussing systems above, management issues were involved. Here, I will say seven points on how to ensure the intensity and effectiveness of execution:

**3.1 Principles of Management: Fairness, Justice, and Openness**
**3.2 Institutionalization of Management: There are laws to follow, laws must be followed, violations must be corrected, and enforcement must be strict**
**3.3 Standardization of Management**
**3.4 Systematization of Management**
**3.5 Comprehensiveness of Management**
**3.6 Attention to Details in Management: Prevent problems before they occur, remember 'a thousand-mile embankment collapses due to an ant nest'**
**3.7 Humanization of Management: Be reasonable in doing things, and be compassionate in dealing with people**

**4. Implementation Process Issues**
Any policy formulation requires execution, and execution is actually a process. The entire execution process is like a production line in a workshop, with one link connected to another, emphasizing smoothness. If the process is unreasonable or not smooth, it will directly affect actual execution.
The main problems in marketing processes include:

**4.1 Unreasonable Allocation of Responsibilities** – This is commonly seen as 'busy people work overtime every day, while idle people are as free as clouds and cranes.'
**4.2 Unclear Responsibilities** – The typical phenomenon is the 'three claps': clap chest when encountering good things, clap forehead when facing difficulties, and finally clap buttocks and leave. Everyone wants to be the 'mother-in-law,' but when it comes to being the 'daughter-in-law,' they scatter. On the surface, it seems there are many responsible people, but when it's time to bear responsibility, no one can be found. This is also a common phenomenon in company operations.
**4.3 Unreasonable Process Design**, manifested as:
- Not comprehensive enough
- Too many steps, too cumbersome
- Not detailed enough
- Low efficiency
- Excessive authority
- Too little initiative
- Lack of effective control
- High process costs

**4.4 Lack of a Reasonable and Efficient Feedback Mechanism** – In process operation, feedback is very important. Timely, rapid, and accurate feedback not only reflects the smoothness of the process but also strongly guarantees the execution effect. However, in actual operation, many people have experienced that documents or plans they send sink like stones into the sea, which is very harmful to marketing execution.
As everyone knows, in the actual process operation of marketing policies or plans, many departments need to cooperate, involving almost all departments of the company, especially finance, warehousing, and sales management. If any link is not coordinated well or has problems, a lot of time will be wasted.
It is well known that the market environment is becoming increasingly complex, market development is accelerating, and market opportunities are fleeting. In the marketing industry, any work is actually about seizing opportunities and racing against time. So it is no exaggeration to say that the sales industry is a race against time. If internal work process blockages delay time, miss market opportunities, affect the initial distribution, mid-term promotion, peak season sales, or even the market prospects and fate of the product, it is truly regrettable. Many failed business battles fully prove this point.
Therefore, the work process in the marketing system is very important. A reasonable, efficient, and low-cost work process will strongly guarantee the effectiveness and efficiency of policy execution.

**5. Monitoring Mechanism Issues**
Monitoring is actually a combination of feedforward control and concurrent control. Its greatest advantage is the timeliness and immediacy of supervision, which can solve many problems in the bud, largely eliminating delays and unnecessary waste of resources.
Here, I specifically discuss monitoring as a problem because in actual marketing operations and execution, the harm of ineffective monitoring is very significant.
Let me explain one by one:

**5.1 Lack of a Systematic, Complete, and Standardized Monitoring Mechanism**
More and more companies are now beginning to realize the importance of monitoring and are starting to pay attention to improving the monitoring mechanism. However, many still remain at the level of leaders' ideas and superficial actions, without specifically formulating systematic, complete, and standardized monitoring systems and norms. This easily leads to the serious consequence of 'no law to follow,' and marketing execution mostly relies on the executor's self-discipline, voluntariness, and personal spontaneous enthusiasm.
It is undeniable that in the marketing industry, the initiative and enthusiasm of marketing personnel are very important, but human factors are also the most complex and difficult to control. Under the constraints of systems, the supervision of an effective monitoring system, and personal subjective initiative, I believe this is the best combination for marketing execution.

**5.2 Lack of Appropriate, Effective, and In-Place Monitoring Means**
As mentioned above, even if there is a complete monitoring system, without corresponding monitoring means, talking about effective monitoring is empty talk.
Because some behaviors have strong industry characteristics and particularities, and the issues involved may be very sensitive, in actual monitoring, it is necessary to emphasize the diversity and artistry of monitoring means. Otherwise, not only will it fail to achieve effective monitoring, but it may also backfire.

**5.3 Lack of Concrete and Detailed Monitoring Actions**
I think many people are familiar with this problem because it is very common in actual operation. If a system or institution becomes a mere formality, no matter how good the system or how appropriate the method, it is useless.
The most obvious example might be our country's 'Anti-Corruption and Bribery Bureau.' When we face the endless stream of corruption and bribery cases domestically, and compare with Hong Kong's 'Independent Commission Against Corruption,' it is not difficult to draw conclusions.
Monitoring actions should be concrete and run through every link and detail of execution. Only then can monitoring truly play its role. I think if every link and detail in the marketing policy execution process is under our effective supervision and control, then any deviation in execution effect should be due to force majeure or excessive practical difficulties.
I tend to think that when considering the monitoring mechanism, we should not view people too simply or purely, but rather as real natural persons. Only then can we consider many detailed issues clearly, formulate comprehensive, systematic, and detailed effective monitoring systems, and cooperate with the company's relevant reward and punishment systems, with clear rewards and penalties, truly implement monitoring work, and truly play a protective role for the execution of the company's relevant marketing policies.

**6. Executor Issues**
In this article, I deliberately put the executor factor last. Why? Because human problems are the most numerous and complex. In fact, in the above discussion, the problems solved are also human problems, but they are not directly about the executors.
No matter how perfect our policies are, how well they conform to market development; how complete the rules and regulations; how effective the monitoring system, if we cannot solve the problems of the executors, all the above is empty talk and idealism.
The problems of executors mainly lie in several aspects:

**6.1 Ability and Quality Issues**
In China, due to the relatively short development history of the sales industry (during the planned economy period, there was no need to consider product sales issues), it basically began to be accepted by society and people and started to develop only with the gradual deepening of the market economy. This has resulted in the personal abilities and overall quality of sales personnel in China generally being lower than those in manufacturing, finance, and other industries.
In the execution of marketing policies, the personal ability and overall quality of the executor determine whether they can accurately understand and grasp the policy, and correctly and timely execute it. This is the most critical.
I think everyone engaged in sales management has had experiences of poor execution due to executor ability issues. At that time, you must have been anxious, but worrying is useless because you cannot do everything yourself. The lessons are profound.
Therefore, given the key role of personal ability in marketing execution, I think the most fundamental solution is to find ways to improve the overall quality of the entire marketing team.

First, strictly control the entry gate.
Due to the rapid development of the sales industry, it has become a desirable career choice for many people. Therefore, we should adhere to the principle of 'rather have none than have a bad one,' strictly check and carefully select.

Second, strengthen training.
Many companies have now elevated employee training and retraining to an unprecedented level, formulating differentiated training plans based on different personnel at different times, positions, and levels, so that their job skills, management level, business ability, communication, negotiation, and other related abilities can rapidly improve to meet the needs of the company, department, and market.

Third, improve the assessment mechanism for marketing personnel and increase the intensity of survival of the fittest.
'The capable are promoted, the incapable are demoted' is the basic employment philosophy of a company, especially a marketing company. A company is not a charity. After assessment, those who meet the company's requirements continue to stay; otherwise, they are eliminated.

**6.2 Loyalty Issues**
The loyalty of marketing personnel is a headache for many companies. As the saying goes, 'Iron camps, flowing soldiers,' and this is even more prominent in marketing companies.
Because the nature of work in the marketing industry is relatively unstable, many marketing personnel develop a concept of personal benefit first. Once the company's treatment is lower than that of another company, their thoughts will fluctuate. Even if their income is already generous in the industry, they are not particularly interested in the long-term development of the company or their personal long-term planning. I often hear such words: 'If it doesn't work, I'll leave; with my experience, I can find a job.' In fact, this concept is not entirely unjustifiable, but it determines that the loyalty of marketing personnel is generally not high, which is very harmful to the execution of marketing policies.
I think the fundamental solution to this problem is not to find ways to increase the treatment of marketing personnel, but rather:
- Create a positive corporate culture, promote the combination of personal development planning and company development planning, and make employees feel a true sense of belonging;
- Strengthen performance assessment, with more output leading to more rewards, less output leading to less rewards, and no output leading to no rewards. Fair and just performance assessment plays a significant role in cultivating employee loyalty and stabilizing the sales team;
- Create a good working atmosphere within the company.
Only when employee loyalty is generally improved can the entire marketing team be united, efficient, and combat-effective, and then the execution effect of policies can be guaranteed.

**6.3 Quality Issues**
The quality of employees is a personal issue. Although it has a significant impact on policy execution, as a company, there is no other way but to strengthen ideological education, enhance monitoring mechanisms, and increase the enforcement of reward and punishment systems.

In general, regarding the internal factors affecting the execution of marketing policies, they are not beyond the above-mentioned aspects.
Although each company's management model, management characteristics, marketing system, personnel composition, employee quality, etc., vary greatly, as a marketing system, it remains essentially the same.
I believe that since company development is a long-term process, management is also a systematic project. When marketing managers analyze execution capability, they might as well analyze from multiple aspects and judge from multiple angles, 'match the seat to the number,' find the key to the problem, combine with the cost of change and feasibility analysis, and increase coordination and adjustment efforts in one or several aspects, so as to be targeted. This can solve the problem of difficult execution to a certain extent.
As for the external factors affecting execution, since they are often uncontrollable and the discussion would be vast, we will not study them here.

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