Click to read the original text for details. Generally speaking, what affects work progress and results are: first, technique; second, mindset. Mindset includes attitudes toward work, the company, customers, and even oneself. The root of mindset is actually the habit of thinking about problems. When facing various problems, whether viewing or analyzing them, everyone has different habits—some positive, some negative. These habits stem from different backgrounds, education, value orientations, and levels of understanding of objective matters. Returning to the issue of the first visit to a distributor, manufacturer's sales personnel naturally have different perspectives and positions on this matter (or challenge). Objectively, this first door-to-door visit does carry some difficulty, which can affect the salesperson's mindset to a certain extent and lead to suboptimal performance on the spot. So, what common thoughts do manufacturer's salespeople have before the first meeting with a distributor?

  1. Hope for a smooth process, directly concluding cooperation and achieving set goals;
  2. If the first meeting doesn't go well, future cooperation might be unlikely;
  3. Worry that the distributor will propose many conditions that are hard to meet;
  4. Compared to competitors, there may be issues with our company's scale, brand, industry position, product features, price, and especially market investment. These common thoughts arise from various sources: some from eagerness for quick success, some from complaints of veteran salespeople, some from insufficient understanding of distributors, or even misunderstandings. As a manufacturer's salesperson, there are basic principles to grasp when dealing with distributors, and these can help adjust one's mindset:
  5. No Perfection There is no perfect product or perfect manufacturer in the world; all have various defects, i.e., various problems. The value of a salesperson lies in making up for these defects through effort, or in other words, solving problems. In other words, if the manufacturer had no problems, why would they need salespeople?
  6. Sell Yourself First, Then the Product What distributors lack least is probably products. Moreover, even the best product won't sell itself; the person selling the product and the method of selling are key. From the distributor's perspective, they fear not a first-rate person with a second-rate product, but a first-rate product with a second-rate person. When choosing a manufacturer and product, distributors first select the person, then the product. As a manufacturer's salesperson, the first consideration is how to sell yourself to the distributor—that is, to build personal recognition with the distributor boss—and only then comes the product. Products are fixed, but salespeople can change.
  7. No Right or Wrong in Business So-called right and wrong are just different perspectives. Strictly speaking, in the business field, there is only a difference between suitable and unsuitable. That is, there are no good or bad products, only products suitable for this distributor or this market. Use cooperation as the yardstick, not product quality, company size, or investment amount.
  8. Don't Simplify Benefits People don't get up early without benefit; the fundamental purpose of business is "profit" (or more broadly, the combination of personal and social value). However, many manufacturer's salespeople tend to simplify this "profit" concept, thinking that only investing in distributors, generating performance, and bringing sales profits to distributors counts as "benefit." In fact, benefits are diverse: helping distributors achieve performance is a benefit, but helping them improve their sales network is also a benefit; helping them reduce operating costs, save money, is also a benefit; helping solve management and operational problems is also a benefit; even becoming friends with distributors and respecting their personal value is a benefit... Benefits come in many forms and from many sources. Why fixate solely on product profit?
  9. Insufficient Resources Doing market work certainly requires resources, but any commercial organization's own resources are insufficient. So-called business cooperation is essentially resource integration. In simple terms, resource integration is about borrowing! Manufacturers seek distributors to borrow the distributor's network, team, money, and local influence. Of course, to borrow from others, you must first gain their recognition and trust. In daily life, whether you can borrow money depends on your usual conduct and the impression you leave. The work of a manufacturer's salesperson is essentially borrowing resources from distributors. So, before borrowing money, what preparations should be made?
  10. Avoid Rushing for Quick Success Why must the first meeting be successful? Why must you win over the distributor boss on the spot? Many salespeople are misled by success theories or self-motivation, neglecting groundwork and gradual progress, wanting to achieve goals quickly. The first meeting with a distributor is like a blind date in life; you can't decide on marriage right away. The first meeting is just to get to know each other. If there's mutual liking at the first meeting, that's already success. Similarly, at the first meeting with a distributor, don't expect to close the deal directly. If the distributor boss has some liking for the salesperson and is willing to maintain contact, that's already success. Rushing to discuss cooperation at the first meeting often backfires and puts you at a disadvantage. The first meeting is not about closing the deal but merely making contact, understanding the distributor's situation, collecting market information, and building a positive personal impression.
  11. View the Distributor's Value in the Local Market from Another Angle Generally, when a manufacturer's salesperson seeks out a distributor and arranges a meeting, they hope to reach cooperation. In fact, there's no need to pin all hopes on this one distributor. What the manufacturer ultimately wants is this market. This distributor is just one point in the market. If cooperation works, great; but if not, the distributor can become a springboard—recommending other local distributors or at least telling us about the market's characteristics and key points, saving us many detours. Of course, the premise is that the distributor boss has a certain recognition of the salesperson sent by the manufacturer. Even if there are issues with the product or cooperation model preventing a business deal, on a personal level, the distributor boss may still be willing to befriend you and introduce other local distributors. In short, the distributor boss may not recognize our company, product, or cooperation model, but we must strive to make them recognize the salesperson sent by the manufacturer. Mindset issues can only be adjusted by oneself. The adjustment is simple: first, deepen understanding of objective matters; second, try to change perspectives. Once these are clear, you can let go of mental burdens and move forward lightly. This article's author: Pan Wenfu Born into a private business owner family, he managed a family distribution company for many years, during which he also served as a business manager and trainer in several production enterprises. His research focuses on internal management of small and medium-sized private enterprises, with main topics including personnel management, cost control, management backend setup, and veterans entering private enterprises. He continuously breaks down over 400 topics related to private enterprise internal management and keeps updating material collection and solutions. 2018 China FMCG City Distribution Logistics Conference At that time, New Distribution will invite industry bigwigs, FMCG warehousing and distribution experts, and distributors transforming into unified warehousing and distribution platforms to discuss and answer questions about future development trends of FMCG city distribution logistics and practical cases of distributor transformation, under the theme "New Distribution, New City Distribution," hoping to bring you different inspiration and thinking! The specific meeting topics are as follows: List of Participating Companies In no particular order Hunan Zonglan Diandan Network Technology Co., Ltd. Jingbang (Wuhan) International Freight Forwarding Co., Ltd. Mengniu Dairy Qinghai Hanxiang E-commerce Co., Ltd. Unilever Service (Hefei) Co., Ltd. Shanghai Branch Huicong Hunan Xuan'ang Food Co., Ltd. Guangzhou Tongdaoren Information Technology Co., Ltd. Qingdao 888 Trading Co., Ltd. Uni-President Enterprises (China) Investment Co., Ltd. Hunan Province Zhongxiang Gongpei Logistics Co., Ltd. Shenglong Ingredients COSCO Shipping Logistics Warehousing and Distribution Co., Ltd. Guangxi Yongpai Liquor Industry Co., Ltd. Shangqiu Kangrong Trading Co., Ltd. Jinan Dingzhong Economic and Trade Co., Ltd. Liaoning Bimai Agricultural Technology Co., Ltd. Kunming Xiongjia Trading Co., Ltd. Shaanxi Houheng Trading Co., Ltd. Guangzhou Dingwo Enterprise Information Consulting Co., Ltd. Shaodong Jiajiale Commercial Firm Boda Trading Industrial Bank Changsha Branch Wuhan Muchen Convenience Store Chain Co., Ltd. Fujian Fuxing Yuncang Logistics Co., Ltd. Guizhou Yilimi E-commerce Co., Ltd. Jiangxi Xiao Laoer E-commerce Co., Ltd. Jinshankoufu Shanxi Taihang Yuanjing Supply Chain Management Co., Ltd. Shanxi Dezhun Supply Chain Management Co., Ltd. Shaoyang Tongdeli Trading (Xiangbang Logistics) Huanfu Tongda Express City Distribution Beijing Xinjingxiang Food Co., Ltd. Wuhan Huizhong Tianhong Liquor Industry Co., Ltd. Changsha Paide Biotechnology Co., Ltd. Chao'an Tuqiang Guizhou Yibo Hepin Supply Chain Management Co., Ltd. Jiangxi Kang'en Industrial Development Co., Ltd. Xiangtan County Yisuhe Town Yuhua Paper Store Luoyang Yuanlang Trading Co., Ltd. Tongchuan Yaozhou District Huayuan Supermarket Co., Ltd. Hunan Yongfu Jiujiu Trading Co., Ltd. Zhejiang Chengchengtong Logistics Co., Ltd. Chongqing Kaiguo Materials Trading Co., Ltd. Beijing Xianmaixianmai Data Technology Co., Ltd. Hanchuan Qixing Trading Co., Ltd. Tongxin Jiuzhiru Trading Co., Ltd. Guizhou Meiguo Guoguo Network Technology Co., Ltd. Hubei Anjie Logistics Co., Ltd. Hubei Kuaixiao Hulian Technology Development Co., Ltd. ...... Distributor Transformation Representatives (Proposed) In no particular order Jiangsu Huashang City Distribution Network Co., Ltd. Chairman, Rong Jun Hubei Yijiarenwu Logistics Co., Ltd. Chairman, Wang Bo Sichuan Chengdu Xingrenxing Trading Co., Ltd. General Manager, Jiang Shuming Shandong Yunbang Warehousing and Logistics Co., Ltd. Chairman, Liu Jichen Chongqing Lingyu Consumer Goods Supply Chain Management Co., Ltd. Chairman, Tu Mingyu Guangzhou Zhongshan Wanrong Marketing Co., Ltd. Chairman, Yang Su Sichuan Bajie Supply Chain Management Co., Ltd. Chairman, Yuan Xia Hubei Pengdun Meiyitian Supply Chain Management Co., Ltd. Co-founder, Li Qiangyun Henan Xuchang Jiulegou E-commerce Co., Ltd. Chairman, Zhang Jianyong Hebei Changyi Logistics Co., Ltd. Founder, Ma Haichao Hebei (Chengde) Wulian Yuncang Co., Ltd. General Manager, Meng Yucun Xinjiang Urumqi Su'an Jinchi Logistics Co., Ltd. Chairman, Zhang Xun Jilin Sansheng Lianguo Chairman, Zhang Hailing Hebei Dunjie Supply Chain Management Co., Ltd. Founder, Qiang Huitao Hunan Damei Supply Chain Management Co., Ltd. General Manager, Liao Lei ...... -END-