“ Introduction Distributors care most about profits, and every distributor wants to grow their business sustainably, expand, and remain profitable. However, reality is harsh, and most distributors struggle with sales growth. ” Currently, distributors face several hurdles in sales growth: the first is 10 million yuan, which some distributors cannot break through after years of effort. Then, the second is 30 million, the third is 50 million, and the fourth is 100 million. Many distributors also fail to break through 100 million in their lifetime. So why is sales growth slow, hard to break through, and never reaching 100 million? “Management loopholes, poor team execution, lack of good brands, and bad sales models.” Perhaps each distributor has a different answer. When we don't do well, we must reflect: why am I not doing well? What factors are affecting my performance? The Ceiling of the Boss and Executives Many distributors fail to grow big and strong, and the root cause is not the product, the team, or market expansion, but the boss. What kind of boss makes what kind of enterprise, and how much capability determines how big the business is. The boss is like a ceiling; the height of the ceiling determines the scale of your business and the height of your employees. The speed at which the boss learns and changes determines the scale of enterprise development. If sales don't reach 100 million, the boss definitely has a problem. Another important reason is the ceiling of the executive team. In China, there are two prominent phenomena in business: The first is using relatives. For the boss, relatives have three advantages: they are trustworthy, less likely to leave, and low cost. Now, half of distributors still use family management systems, which is detrimental to future development. The second is old faces. In many distributors' core management teams, there are always old faces. No new people have joined the team for 3-5 years. Interestingly, when problems arise, old faces often point out problems, while new people discover innovative and change-oriented methods. Old faces always find problems when answering questions, and the issues they raise are alarming. They transmit too much negative energy. New people are different; to prove themselves, they constantly seek methods and opportunities to drive sales growth. Therefore, when hiring, bosses should bring in more talent, avoid absolute family management, and let fresh blood become the driving force for the company's development. How to Select Good Products There is a method called the distinctive product determination method. We all know that all products that sell well in the market follow two rules: the first is "first," and the second is "unique." The so-called first means brand; the first brand in each category usually has the largest sales volume. Almost all distributors with sales over 100 million have first-line brands. Brands are the weapons of distributors, and weapons determine your future. The so-called unique means that the product is not a brand, but its characteristics are very distinctive, still attracting consumers to buy. Every consumer has consumption beliefs, which come from first and unique. When selecting products, distributors must ask themselves two questions: first, "Does the product I represent have unique characteristics?" and second, "Can it make consumers remember you among many?" Misconceptions in Selecting Distinctive Products The first misconception is "fake selling points." A tractor with a BMW logo is still a tractor. The second misconception is "the product's selling point does not create association with the product itself." No matter how well the product is promoted, if the advertising slogan doesn't make consumers think of the product, it is the most failed. In most cases, consumers buy products not for the product itself, but for the selling point and feeling. The third misconception is "quality does not support the selling point." There is almost nothing of good quality and cheap in the market. If you want BMW's brand and QQ's price, it is almost impossible. Category Space Determines Development Scale What is market capacity? As we all know, the category space for vermicelli is very small. When selecting products, distributors must consider whether to choose a large or small category. In the past two years, you will notice that many distributors of functional drinks, water, and milk have sales reaching tens of millions. So category space determines your market scale. As mentioned earlier, if market capacity is small, sales cannot increase. But it is not true that large market capacity can increase sales. Take plant protein beverages as an example; this category has been very popular in recent years, but competition is also fierce. Fewer and fewer companies can survive and continue to develop. Most companies face severe growth bottlenecks due to following trends and imitation. Secondly, consider whether the category you represent aligns with current trends. For example, carbonated drinks: Coca-Cola and Pepsi are large categories, but the growth of carbonated drinks has been slowing down. Taking on carbonated drink products still faces difficult sales growth. How Many Employees Believe in You Determines Your Success We have all watched Journey to the West. In it, Sun Wukong caused havoc in heaven and defeated all the heavenly soldiers and generals. But when he went to the West to fetch scriptures, the biggest difficulty was that he couldn't defeat many demons and often went to heaven to request support. The most incredible thing is that these demons were the pets of the heavenly soldiers and generals, and the gods eventually had to come down to subdue them. Think about it carefully; there is a contradiction: Sun Wukong could defeat gods but not demons, and gods eventually subdued demons. Why is this? These heavenly soldiers and generals are like employees working for the Jade Emperor, while the demons below are like entrepreneurs who are their own bosses. Of course, they are different from employees. Generally, for distributors who cannot grow big, employees think they are working for the boss. They have struggled with the company for ten years, started the business with the boss, and now the boss drives a BMW and lives in a villa, while employees still earn a base salary of 2,000 yuan. They are thinking about whether it is worth it. On the contrary, some distributors make employees feel that they are starting their own business and working for themselves. Then the company is no longer the boss's sole concern; every employee treats it as their own company, and sales growth becomes faster. So a good mechanism creates good employees and ultimately achieves a good enterprise. Source: Distributor's Home (wwwjxszjcom) -END-