If your promotion is slow, or you're in a tough spot, don't complain about others or fate. You should reflect: have you ever independently built a market? Taking charge of something on your own is the true test of a person's ability. Never be arrogant because of team success.
There is a story.
After the victory in World War II, each branch of the military claimed that its contribution was the greatest and indispensable. Later, the Allied Commander-in-Chief said: "The war is won, and your contributions are all great. I only know that if the war had been lost, the person sent to the military court would have been me."
In an era of extremely fine division of labor, it is common for a person to independently do one thing, but it is rare for a person to lead one thing. Those with the greatest credit are also those who bear the greatest responsibility in failure.
In the era of division of labor, success is shared by all, and failure is the responsibility of all. Alibaba succeeded, and all Alibaba employees seem to have strong abilities, but those who left Alibaba have not all succeeded.
"Have you ever independently built a market?" This is a question I often ask before training salespeople.
This is also a question that salespeople rarely ask themselves.
My conclusion is pessimistic: only a very few salespeople have truly built a market.
My judgment is also optimistic: as long as you can build a market, your future is limitless.
Building a market is not easy
First, you need to find and shape a good distributor.
Finding is already not easy, shaping is even more difficult. Finding requires insight and persuasion; shaping requires winning respect and having influence.
The process of shaping a good distributor is a process of continuously rebuilding the relationship between the manufacturer and the individual. It is very similar to love, marriage, and family. If not handled well, it either ends in separation, becomes boring, or is full of conflict. No matter which, it cannot ultimately build an excellent market.
Second, building a market requires a continuous process.
In this process, you need to go from a single product breakthrough to a rich product line, and then to product upgrades; from market share to market influence; from a single channel to a complete channel. All of this requires wisdom and hard work. Too slow and it will die out; too fast and it will be half-baked.
Building a market is like planting a tree. Once a market is built, it only differs in size, not in the worry of losing it. If the roots are well established, "wildfire cannot burn it all, and the spring wind brings it back to life." The roots of a market can be simply summarized as the number of outlets and the market share of leading products.
Finally, from a personal perspective, you must be able to summarize the complete steps and operational points of running a market from successful operations. The market belongs to the company, but the experience belongs to you. The company continuously accumulates markets, and the individual continuously accumulates experience.
Factors affecting a salesperson's ability to build a market
First, mistakenly treating a temporary rise in sales as market success.
Sales may be the result of market capability, or it may be the result of policy. Any market can generate sales as long as the policy is attractive. But sales do not necessarily mean a market. Only when sales reach a certain share and last for a certain period will they gradually transform into a market. Many companies' markets constantly shift, which is a typical result of having sales without a market. For these companies, sales are flowers, not fruit.
Second, the salesperson is personally impetuous.
They rejoice at the sight of volume, leading to "die at the sight of light." They do not seriously study the competitive situation, market demand, or the opportunities that constantly arise and disappear in the market.
Third, the company is impetuous.
As soon as they see volume, they promote the salesperson or send them to a new market.
Fourth, product quality does not support, or they cannot promptly enrich the product line or upgrade products.
Building a market and being able to apply successful experience to new markets can lay a solid foundation for a salesperson's success. Before major changes in the market environment, it can produce the effect of "one gives birth to two, two to three, three to all things."
If your promotion is slow, or you're in a tough spot, then you should reflect: have you ever independently built a market? If the answer is no, then work hard to build one!
Although competition seems fierce on the surface, as long as you work hard, there is no market in China that cannot be built. At least, there are still many markets in China that can be built.
Source: Teacher Liu's New Marketing
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