---
title: "How Can a Sales Supervisor Manage Both Business Growth and Organizational Development?"
description: "Case study: Li Bin, a sales supervisor at an FMCG company producing instant noodles and beverages, was promoted to regional supervisor after turning around a struggling market into a company benchmark through hard work and strategic thinking. However, his new region was a blank market with huge potential but required significant organizational development. Li Bin quickly developed the market, even signing three clients in one month, but as his team grew to twelve people, sales became unstable and even declined, leading him to confusion and frustration."
author: "崔自三"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2018-01-12"
language: "en"
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# How Can a Sales Supervisor Manage Both Business Growth and Organizational Development?

> Case study: Li Bin, a sales supervisor at an FMCG company producing instant noodles and beverages, was promoted to regional supervisor after turning around a struggling market into a company benchmark through hard work and strategic thinking. However, his new region was a blank market with huge potential but required significant organizational development. Li Bin quickly developed the market, even signing three clients in one month, but as his team grew to twelve people, sales became unstable and even declined, leading him to confusion and frustration.

**Case:** Li Bin is a sales supervisor at an FMCG company that produces instant noodles and beverages. Because of his hard work and strategic thinking, he once turned a struggling regional market into a company benchmark after three years of integration, and was thus promoted to regional supervisor. However, his new region was a blank market with huge potential but also faced the heavy task of organizational development. So Li Bin began a difficult journey of developing the blank market and building his team.

The development of the blank market was rapid; Li Bin even successfully developed three clients in one month, and his monthly achievement rate often doubled. But at this point, problems emerged. Li Bin had a habit of liking to bring in new people. The two vocational college graduates he initially led quickly learned to operate in his developed market by "copying the pattern" after his mentoring. He also devoted most of his energy to developing new markets. However, since he was responsible for two large regional markets, as many new markets were developed, his new subordinates increased, eventually reaching a team of twelve. But then problems appeared: he found that the increase in new people did not bring a significant rise in sales, and after all markets were fully developed, sales showed an unstable trend, sometimes even declining in certain months. Some markets were like a bear breaking corn—opening in the front while the back was neglected due to inexperienced newcomers, causing sales to decline or even stop shipments. Li Bin fell into confusion and distress.

**In the above case, why did Li Bin encounter a "Waterloo" in performance growth? What factors led to stagnant or declining sales?** Let's analyze this.

**Why were performance and growth unstable and difficult to sustain?** In the case, Li Bin cannot be said to be not excellent; he dared to challenge, feared no hardship, and step by step developed the new market. But through the case, we can also see that due to the heavy responsibility of market development, Li Bin neglected the training and improvement of new people, that is, he ignored organizational development, leading to him "fighting alone." This "lonely battle," even "individual heroism," ultimately led to a lack of successors and weak sales growth. **Therefore, performance growth cannot rely on one person; only organizational growth is long-lasting.**

**Is it wrong to focus on business growth?** In the case, Li Bin made new market development the top priority, which is a business-oriented mindset. Is it wrong to focus on business growth? No, **but underestimating organizational development, that is, team building, is wrong.** Business growth must be based on people. Having only markets without marketing personnel who can control them is like water without a source or a tree without roots; the market will eventually have problems. Li Bin only focused on developing markets without training and improving new entrants to better adapt to the market, which is the key to his confusion.

**Without organization, the market lacks core competitiveness.** Although Li Bin painstakingly developed the market, he did not build an efficient and high-performing organization, resulting in the market being ahead while organizational development lagged behind, leading to an uncoordinated and mismatched development, causing the market to "limp" and ultimately constraining market development, holding it back. This is something sales supervisors, especially new supervisors, must pay attention to. Only when business growth and team building develop simultaneously can the market accumulate strength and achieve sustained growth.

**So, how can a sales supervisor manage both market and organizational development to achieve coordinated growth? Here are some suggestions from the author:**

**Both organizational development and market performance are indispensable.** For a sales team, which is more important, market or organization? This is like asking, for a tree, which is more important, the root or the trunk? In fact, both are important. As a sales supervisor, you must grasp both organizational development and market performance with both hands, and both must be strong. If a team has no sales performance, it has no value; performance is the embodiment of the team's value. Similarly, if a sales region lacks an efficient organization, there is no foundation for maintaining and improving market performance, making it difficult to resist competitors' pressure and impact.

**Build a disciplined and complementary organization.** Organization is the guarantee of sales performance, and systems and norms are the premise for the existence of an organization. The discipline of an organization will be the cornerstone of long-term team development. Therefore, to have a good market, you must first build a strong team. This requires establishing strict team rules and regulations, with orders and prohibitions, and uniformity. Secondly, pay attention to the layering of team building, combining old, middle-aged, and young members—that is, having experienced marketing veterans, energetic "middle-level" members, and enthusiastic but less capable newcomers, such as college graduates or those changing careers. At the same time, try to achieve complementary abilities, such as having people suitable for opening markets, people suitable for defending markets, and people suitable for planning markets. Additionally, as a sales supervisor, you must dare to employ people who are more capable than yourself. Only by promoting based on merit and appointing the virtuous can the organization have vitality and stamina.

**Personal transformation and management capability improvement.** To strengthen team building, sales supervisors, especially those newly promoted from sales positions, must do two things well. First, personal transformation: they must shift from a business-oriented role to a management-oriented role, not act as a "big salesperson," and not forget they are managers. They should do their own duties, which refer to major aspects of the regional market, such as regional market planning, benchmark market creation, market and customer development, new product promotion, promotional activity design, and training for salespeople, distributors, and their personnel. They should not overly interfere or meddle in the specific methods used by salespeople and distributors to achieve targets. Secondly, sales supervisors should devote more energy and time to management, such as managing subordinates to ensure they do their daily work according to organizational requirements, managing the market to ensure reasonable product structure, proper execution of promotions, and good market order, thereby reflecting that professionals do professional work and ensuring the organization operates well.

**Focus on training and internal mentoring.** Whether an organization can grow and progress healthily depends first on whether it is a learning organization and whether there is a learning atmosphere within it. Therefore, as a sales supervisor, you must pay attention to internal training. This includes two levels: one is training organized by the company, often with external lecturers. The supervisor should truly organize subordinates to listen carefully to the course, because professional lecturers' cross-industry experience can inspire the team. The second is to establish a training system within the organization, which can be done by internal trainers, the supervisor themselves, or high-performing members. This is not only an effective mentoring model but also an effective incentive model. Through training and internal promotion, the quality and skills of team members can be improved. Only by improving their overall abilities can market performance improvement become a natural result. Market performance and organizational development can then go hand in hand, complement each other, and promote each other, forming a virtuous cycle.

In summary, sales supervisors should treat performance improvement and organizational development equally and not neglect either. Only by grasping organizational development with one hand and market improvement with the other can sales supervisors grasp the essence of things, focus on key points, achieve both organizational and performance success, gain a larger market share, and obtain a bigger platform for advancement, thereby becoming senior marketing managers who understand management and are skilled in operations.

Source: Cui Zisan Marketing Vision
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