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We can see that most distributors work on the front lines all year round, somewhat like mountain-bandit-style 'warriors.' Many small and medium distributors are versatile: delivering goods, collecting payments, negotiating, shipping, unloading... they can do anything, one person replacing N, being 'models' who fear neither hardship nor fatigue. Even if a manufacturer sends a truck with over ten tons of goods, a couple can unload it all in one go and then go deliver. Moreover, too many distributors seem stuck in a 'money pit.' When the business is small, they can't afford to hire, so they do it themselves. When the business grows, they're reluctant to hire, and even if they do, they only like 'machine-type' salespeople who work without eating. The result is that they hire but can't retain. How small and medium distributors elevate their business level depends not only on their opportunities and environment but also on their 'smartness' in business team management.
First Look: Vehicle Sales Visits Distributors' combat units mostly consist of a 1+2 model, i.e., one vehicle and two people, one driver and one salesperson. This is the standard vehicle sales model. What is the visit model? It's the 1+1 model, where the salesperson rides a bike to visit terminal outlets individually to take orders, and the driver delivers according to orders. The vehicle sales model's advantage is simple management and immediate deals; its disadvantage is that salespeople visit big stores (high-turnover stores) but not small ones (low-turnover stores), often missing stores, casting a wide net with poor results, low efficiency, and high costs. The visit model's advantage is development by area, meticulous operation, thorough visits, and precise delivery with low costs. Its disadvantage is that managing the sales team is difficult, with a cat-and-mouse game daily; once the team slackens, order output drops, and management problems arise.
Second Look: Business Processes So-called business processes refer to the distributor's internal management processes, from warehousing and shipping, delivery and payment collection, to financial management. Many small and medium distributors operate on a boss + boss's wife model, or boss + boss's wife + boss's wife's mother (mother-in-law or relatives). Some bosses are 'Wukong-type,' capable of anything, handling warehouse, finance, delivery, negotiation, and even loading and unloading themselves. Such distributors mostly show characteristics of the startup phase, often resulting in exhaustion, even if they earn hard-earned money, it's 'meat rotten in the pot'—they only know they're making or losing money, but not where the profit or loss comes from.
Third Look: Salary Structure Most distributors pay salespeople on a base salary + commission basis. As long as attendance is sufficient, the base salary is guaranteed. The key lies in the commission part. Many distributors calculate commission based on turnover: turnover × commission rate = salary. In the early stages, if the rate is set appropriately and salespeople can see and actually receive the commission, it benefits sales promotion. But over time, distributors find that salespeople only sell old bestsellers and ignore new or non-bestselling products, and even manipulate price promotions or payment collection to achieve turnover. For distributors, they must elevate the assessment model to a management level. Assessment is the 'command flag' in the distributor's hands; where the flag points, salespeople attack. It's normal for salespeople to have a 'policies from above, countermeasures from below' mentality, but distributors must be 'the law is high, and the devil is higher.' For example, after finding the base salary + commission model ineffective, distributors can introduce a category-based target assessment method, or combine it with new products, adopting 'special project' commissions, setting a commission rate per box of new products, and changing monthly commissions to same-day settlement. Continuously fine-tune assessment indicators so that while salespeople focus on commission, the business focus is elevated with the changes in indicators.
Fourth Look: Territory Division In the early stages, distributor management is mostly 'bandit-style.' On the mountain, the distributor waves his hand: 'Brothers, outside the mountain are fine wine and treasure, go!' Then a group of salespeople scatter, fighting and eating meat and drinking soup! East and west of the city are not distinguished, and after stocking, they fight among themselves: you took my job, I fought for your territory. Several vehicles fly around, and the money earned isn't enough for gas. After adopting territory division management, not only are these problems solved, but the key is that distributors can let their subordinates show their talents, discover and fix local market issues promptly, and master resource allocation within the sales team.
Fifth Look: Assessment Results At month-end, the distributor pays wages and asks: 'Zhang San, how much did you get?' Zhang San: '1860 yuan.' Ask: 'Do you know how this salary came about?' Zhang San: 'I don't know!' This is the problem of a chaotic financial system. If the distributor company can also establish a transparent financial system and processes, this problem can be solved, making employees clear and stable, and fully focused on work. For example, Zhang San answers: 'This month, my base salary is 900 yuan, plus sales commission of 360 yuan, selling 2,000 boxes of new product X beer, commission 700 yuan, and a deduction of 100 yuan for exceeding the gas quota.' This is the ideal state.
Sixth Look: Commission Orientation When the sales team is immature, commission-based management is a common tool. Once management matures, most adopt a 'contract system,' i.e., contracting the vehicle and market to subordinates, with the distributor just sitting on the warehouse and only responsible for contacting the manufacturer. Under the commission model, small and medium distributors, due to overly simple management systems, are lucky to have a simple ledger, and face difficulties in data aggregation and information transmission. Commission rates are mostly set by experience. Assessment models often remain unchanged for years, resulting in a situation where salespeople do more or less the same. In the warehouse, salespeople seem diligent and dedicated, but once out, they play hide-and-seek, even using the vehicle for personal errands, sneaking to internet cafes, or gathering for mahjong. The distributor is kept in the dark, sitting at home listening to salespeople complain: 'The market is hard, harder than climbing to the sky!' The main reason for this phenomenon is the distributor's 'big pot' assessment mechanism. The base salary accounts for more than half of a salesperson's income, and commissions on bestsellers account for the other half. Everyone is harmonious, and salaries are similar. With the guarantee of old bestsellers, everyone can earn similar wages with eyes closed, without much worry or effort! The distributor's initial commission model: base salary + turnover commission; intermediate model: base salary + category commission + new product special project; advanced model: turnover commission + category commission + performance improvement commission. For example, distributors can set annual performance growth commissions, adding a 1,000 yuan bonus to reward the top few salespeople with the fastest annual growth, or reward those with the fastest month-over-month improvement. As long as methods are diverse, rewards are in place, salespeople's enthusiasm is mobilized, reward standards are clear, and assessments are daily, everyone will have the desire to improve, and the team will be a 'howling' sales team.
Seventh Look: Bottle Return Commission Beer distributors know well the heavy, low-value nature of beer in logistics. The key is that beer bottle recycling occupies an important position in the business process. If distributors don't work on the bottle return link, there will be 'one-shot deals': terminals accept the goods, but bottles either have no one to take them or are sold as glass waste for a few cents each. If distributors set the bottle return commission improperly, salespeople will only deliver and not return bottles, leading to increasing terminal complaints, gradual loss of outlets, and inevitably sales problems.
Eighth Look: Driver and Salesperson Salary Composition Under the 1+2 business model, the driver and salesperson form a combat unit, more like two grasshoppers tied to the same rope. Without unified coordination, efficiency drops and internal friction increases. When setting assessment indicators, distributors must consider the integrity of this combat unit, clarify the superior-subordinate relationship, and link the driver's salary to the salesperson's salary, meaning the driver's wage level depends on the salesperson's earnings. For distributor salespeople, even if the boss grabs their ears every morning and shouts, 'Sell beer well,' they'll treat it as a passing breeze once out the door. Because no distributor salesperson is willing to do 'hopeful' things; they only do what is assessed. Only assessment determines their income. Therefore, distributors must work on and perfect the internal assessment system, striving to enhance market competitiveness through improved internal management.