First Strategy: Improve Systems Small companies rely on the boss, medium companies on management, and large companies on culture. As distributors expand, they must gradually improve their management systems when building their marketing teams. In the early stages of entrepreneurship, distributors may have no management systems at all; the boss relies on their understanding of the market to compete for customer orders and manage customer resources. However, as product lines increase, sales teams expand, sales territories grow, and sales scale rises, managing a large marketing team and customer resources becomes a problem that must be solved, because unsystematic behavioral norms and ethical standards cannot meet the company's development needs. Once distributors reach a certain scale, human resource management systems, financial and capital management systems, process management systems, and marketing management need to be increasingly refined. The construction of management systems must go through a process from nothing to something, from partial to comprehensive, and increasingly refined systems provide institutional guarantees for building the team.
Second Strategy: Strict Assessment Perfect systems do not guarantee effective execution, nor do they guarantee the emergence of an excellent marketing team. To ensure the effectiveness of systems, assessment is key. You must assess what you want to achieve; as the saying goes: if a company does not conduct assessments, there is no point in talking about management. A general assessment system includes the following: Assessment objectives: Assessment is a guide, a driving force, and a systematic form of tangible and intangible incentives. The purpose of assessment is not to measure or select people; it is a management process that conveys the company's core values, allowing employees to intuitively compare, learn, and see their shortcomings, thereby clarifying their direction of effort. Assessment content: Mainly assesses work attitude, work performance, and job qualifications. Work attitude includes work spirit and compliance with norms, mainly involving responsibility, dedication, commitment, teamwork, and basic behavioral norms; work performance is the final result of work, mainly including sales volume, profit, market and customer development; finally, job qualifications are the behaviors demonstrated to achieve work results, with the main standard being successful behaviors for completing a certain scope of work activities, reflecting the employee's competence for the position, while also referencing the employee's knowledge, quality, and experience. Based on assessment results, the salary, commission, and bonus amounts for the assessed individuals are determined, as well as their promotion opportunities.
Third Strategy: Systematic Training Make training a habit. Training is no longer just firefighting after new employees join or problems arise; it is a means for salespeople to master skills, a necessity for them to be competent in marketing work, and a responsibility for the company to improve employees' employability. Make training an investment. Most distributors treat training as an expense, and the vast majority do not have training budgets, let alone budget planning; budgeting is a prerequisite for ensuring training is carried out. Additionally, strict assessment and evaluation of training effectiveness are needed. Most distributors do not conduct exams or evaluations after training. Today, great importance should be placed on reviewing, assessing, and evaluating training effectiveness. Especially for new employees, systematic training should be provided before they join the company, followed by strict qualification exams; only those who pass are hired. Furthermore, training results should be linked to promotions and salary increases, and incorporated into the assessment system. Training can take forms such as pre-job training, on-the-job training, and off-the-job training, and these three types form a system.
Fourth Strategy: Effective Incentives The essence of reform and opening up is: regardless of whether it's a white cat or a black cat, a cat that catches mice is a good cat; it is a change in the technique of dividing the cake, a revolution in mechanisms. A distributor, whether in terms of talent, management, or resources, has a huge gap compared to manufacturers. For a distributor, mechanisms are a nuclear weapon; a distributor who does not use mechanisms is not worthy of being a private enterprise. The basis for material incentives should be ability, responsibility, contribution, and work attitude. Incentives should fully widen the gap, and the increase or decrease in distribution quantity and incentive intensity should be based on the company's sustainable development. Incentives need to be strong; an excellent employee should not only receive good material incentives but also good spiritual incentives, organically combining the two.
Fifth Strategy: Building an Excellent Corporate Culture Liu Zuke, a leading figure in the South, believes: people managing people manages a line; systems managing people manage a surface; culture managing people manages everything. As distributors expand in scale and increase in personnel, employees will face various thoughts and confusion regarding income, position, fairness, grievances, and setbacks. The company must form a guide for contradictions, which is one of the important contents that corporate culture needs to address. At the same time, how to transform employees from a culture of compliance to a culture of mission, establish excellent values, and build team spirit and entrepreneurial spirit are all issues that distributors need to solve for sustainable operations. If an army has no soul, it may collapse in an instant; but an army with a soul, even if it encounters temporary difficulties, can be rebuilt and regain its might on the battlefield. The same applies to distributors. Corporate culture is not just slogans; it is actual action. Without complete systems, distributors will have "no laws to follow" in managing their teams; without strict assessment, the systems will have no meaning; without systematic training, distributors will not be able to shape their marketing iron army; without fair, effective, and complete incentives, employees cannot maintain vitality forever, cannot exert their subjective initiative, and the sales team will be as stagnant as dead water; without corporate culture construction, it will be impossible to unify the team's thinking and form cohesion and combat effectiveness!
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