Wang Neng, after graduating, worked as a terminal salesperson at a large food company. He was a new salesperson in the FMCG industry for over a year, mainly responsible for route visits. His hard work and practical approach over the year made the company see his pragmatism and potential, so they transferred him to another market to manage distributors.
Wang Neng was skilled at frontline visits, but suddenly shifting to distributor management made him feel immense pressure. He didn't know how to manage distributors. Although the company provided a three-day special training, the training portrayed distributor management as extremely tense, requiring all one's skills to conquer, which made him even more fearful and increased his sense of difficulty. As a result, Wang Neng downplayed his strength in market visits and instead adopted a condescending attitude, "instructing" distributors like some manufacturers do. Sometimes he pretended to be "tough" and appeared as a "fake expert" in front of distributors, making them feel uncomfortable.
The distributors thought, "I've been in this business for years; I don't need a kid like you to teach me. Go somewhere else!" Although they didn't say it openly, experienced distributors would just superficially respond, "Manager Wang is right," and then ignore him, still not cooperating.
After the three-month probation period, Wang Neng's business development showed no significant progress. When the manufacturer's supervisor revisited the distributors, their evaluation of Wang Neng was vague, like "Manager Wang is good, but too young." Coupled with his poor performance and unclear progress, he ended up losing his career in distributor management and returned to his original position as a terminal salesperson.
The transition from a grassroots sales representative to managing distributors is a crucial and challenging hurdle in a sales career. Many newcomers feel at a loss when managing distributors. For this situation, it's recommended that newcomers first understand the distributor's situation, adapt first, and gradually carry out distributor management. Below are four key points I've summarized for managing distributors, for your reference.
Stay low-key in personal conduct, but be ambitious in work
When a manufacturer's personnel first takes over distributor management, there is an initial period of understanding the distributor's personality traits and their sales team. During this time, it's essential to learn to stay low-key rather than aggressive, and to respect the distributor boss and their team. Only by integrating into the distributor's team can you talk about managing them.
Being ambitious in work means leading by example, going to the market, and working alongside the distributor's sales team, showing leadership and a practical attitude, so that the distributor recognizes you as someone who gets things done. Only those who do practical work have insights and opinions about the market, and thus have the right to speak and manage distributors later.
Focus on data and suggestions, avoid empty talk
Distributors are actually very practical; most of them started from the grassroots and know market tactics well. However, as their companies grow and their responsibilities increase, they spend less time in the market. With less market presence, their grasp of the market becomes less accurate, and they often rely on information provided by sales staff for decision-making. But grassroots sales staff, due to lack of professionalism and poor summarization skills, provide fragmented data that doesn't effectively reflect core market issues, let alone offer effective solutions.
Manufacturer sales personnel are responsible for market analysis and providing solutions. Therefore, when on the frontline, they should learn to collect and organize data, analyze it, and come up with solutions and execution schedules. When discussing operations with distributors, present detailed market data and solutions. This way, distributors will value you, see your worth and sense of responsibility. Once both sides cooperate, subsequent work will naturally proceed smoothly.
Managing distributors requires avoiding empty theories and grand visions; distributors are most concerned with solving immediate problems. Therefore, haste makes waste; things are done step by step, and you can't become fat in one bite.
Learn to care about the distributor's business
Many new salespeople, when discussing the market with clients, always focus on their own products and ignore the distributor's other products. They rarely engage when the distributor talks about their other products. This is a big mistake!
In fact, during market visits, take the opportunity to look at the distributor's other related categories, help record some data, and provide some suggestions. This can benefit the distributor's product portfolio strategy and market structure. By stepping out of your own narrow focus and caring about the distributor's business, you create a culture of "care." Giving suggestions or opinions within your capacity and without affecting your core work can bring you closer to the distributor.
Selflessly caring about the distributor's business shows genuine intention, which makes it easier to win the distributor's trust and enhance mutual feelings. Of course, caring doesn't mean working as a part-time laborer for the distributor; that would devalue you.
Actively integrate into the distributor's team
Distributors are responsible for purchasing goods, and their teams are responsible for selling. Managing distributors means motivating them so that their sales team sells your products wholeheartedly.
By integrating into the distributor's team, you can use the team's good reputation to change the distributor's perception of you. When conditions allow, regularly attend the distributor's morning/evening meetings and gatherings, build good relationships with the distributor and their team, occasionally give small holiday gifts, provide incentive policies, good sales ideas, and training, etc. All these help you integrate into their big family, making work easier.
In summary, when sales newcomers manage distributors in the early stage, they should learn to stay low-key, be ambitious in work, do practical things, avoid empty talk and big words, gradually integrate into their team and market, and lay a solid foundation for future management improvement.
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