--- title: "Eight 'Bad Habits' Hindering the Rapid Development of Distributors" description: "Distributors face transformation and upgrading at a certain stage, but many lack the ability or interest to learn, especially in less developed regions. Other bad habits include moral decay, poor management, indecisiveness, and lack of attention to detail, all of which impede growth." author: "崔自三" publisher: "New Distribution" email: "zhaobo258@gmail.com" telephone: "+8615854817671" published: "2015-01-20" language: "en" canonical: "https://xinjignxiao.com/en/articles/eight-bad-habits-hindering-the-rapid-development-of-distributors-e112dc83/" markdown: "https://xinjignxiao.com/en/articles/eight-bad-habits-hindering-the-rapid-development-of-distributors-e112dc83.md" original_source: "https://mp.weixin.qq.com/s/78g5m1_n7REsevDf8TGsnw" translation: "https://xinjignxiao.com/zh/articles/%E5%BD%B1%E5%93%8D%E7%BB%8F%E9%94%80%E5%95%86%E5%BF%AB%E9%80%9F%E5%8F%91%E5%B1%95%E7%9A%84%E5%85%AB%E5%A4%A7-%E6%81%B6%E4%B9%A0-e112dc83.md" attribution: "New Distribution — https://xinjignxiao.com/en/articles/eight-bad-habits-hindering-the-rapid-development-of-distributors-e112dc83/" usage_policy: "https://xinjignxiao.com/ai-policy.txt" --- # Eight 'Bad Habits' Hindering the Rapid Development of Distributors > Distributors face transformation and upgrading at a certain stage, but many lack the ability or interest to learn, especially in less developed regions. Other bad habits include moral decay, poor management, indecisiveness, and lack of attention to detail, all of which impede growth. Friendly reminder: Click the blue text above to follow "FMCG Distributor Professional Consulting" for more marketing and distributor internal management content. **Not willing to learn.** After reaching a certain stage of development, distributors inevitably face transformation and upgrading. However, how to transform and upgrade must be based on learning and referencing, combined with their own enterprise's actual situation. Yet many distributors clearly lack the ability or interest to learn. During my training of distributors across the country, I discovered an interesting phenomenon: the more economically developed the region (e.g., the Pearl River Delta, Yangtze River Delta), the more distributors love and are good at learning. Some even pursue MBAs or EMBAs. Conversely, in less developed regions (e.g., parts of central and western China), distributors tend to be self-enclosed, indifferent to learning, and passively accept what manufacturers require. Their lack of learning makes them lack the awareness to proactively change and innovate, turning them into "sheep-like" distributors who are at the mercy of others. **Corruption and degeneration.** Some distributors who started as "muddy legs" or "irregulars" (i.e., from humble origins) see their personal desires expand without limit as their wealth increases. They indulge in these desires, which becomes a serious obstacle to their rapid development. Some distributors, instead of learning from outstanding business elites, become increasingly vulgar and boring, gradually sinking into depravity and decay. They "circle around clients during the day and around skirts at night," indulging in eating, drinking, whoring, and gambling. An old Chinese saying goes, "Excellence comes from diligence, and wasted by play." If you spend too much time on one thing, you lose time for another. Overindulgence in "mixed pleasures" makes some distributors so content that they forget their business, which gradually declines and may even collapse, leading to a point of no return. **Neglect of management.** Some distributors have grown with China's rapid economic development, but as their enterprises expand, they increasingly feel overwhelmed. Some have told me: "I am not only the boss, but also the driver, salesperson, loader, accountant, etc." At the same time, they play the role of "commander," relying on orders and commands. Although some have systems posted on walls and a set of regulations, few are actually implemented. Institutional management becomes a formality, and more often, orders from the boss prevail. Even if the boss goes out for a few days to attend meetings, they still call the store to "remote control" affairs from a distance. This habit of relying on commands and orders leaves some distributors physically and mentally exhausted, yet they find it hard to become stronger or bigger. Operating by processes and systems becomes a dead letter. **Indecisiveness.** Some distributors fail to grow rapidly largely because they lack a decision-making mechanism. They tend to be "internally talented" but hesitant and indecisive, afraid to make bold decisions. This is actually a manifestation of risk aversion. Unbeknownst to them, in the current era of thin margins, profit and risk go hand in hand. Overemphasizing risk will inevitably cause them to miss good market opportunities. Moreover, when making decisions, they often do not consult professionals or experts but instead seek opinions from family members, such as their wives. This is not to say that one should never consult wives or family, but rather that everyone's perspective and concepts differ. It is like the childhood story of "The Little Horse Crossing the River": the depth of the river appears different to each person. The key is to have your own judgment. Separating management from ownership and being overly conservative and indecisive will cause distributors to miss development opportunities. **Lack of attention to detail.** Some distributors, perhaps due to ingrained habits, carry over their lifestyle habits into business. For example, smoking regardless of the occasion, being unkempt, and dressing sloppily, so that "the boss doesn't look like a boss, and employees don't look like employees." Another example is procrastination: they tell employees to do something at a certain time, but the boss is often the last to arrive, or even the least punctual. Over time, everyone learns the boss's style and imitates it, so everyone becomes unpunctual. Another example is that some bosses say one thing but do another: they promise rewards or punishments but fail to deliver them properly. These behaviors leave employees with an impression of "non-standardization," which over time affects the boss's credibility and employee loyalty. In summary, to achieve significant development, distributors must continuously cultivate and correct themselves, improve their personal charisma, and make up for their shortcomings. Only then can they surpass themselves and their competitors, becoming an enduring distributor. Daonong recently opened a public account specifically discussing how traditional enterprises can excel at WeChat marketing. If you are interested, you can follow it. Search for the WeChat ID above or scan the QR code below. -------------------------------------------- --- ## Copyright and AI use This article is sourced from New Distribution. 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