For most manufacturer sales reps, getting their dealers to spend money is often harder than climbing to the sky. Dealers are usually cautious about investing in local brands, markets, and especially terminal activities. They either stay put, ignoring the sales rep's efforts, or make a big show but deliver little, squeezing out a token contribution to appease the manufacturer, or they refuse to act until they see the manufacturer's money, investing only if the manufacturer does, at least sharing the cost half-and-half, and preferably getting more out of the manufacturer.

All manufacturer sales reps know this fact: even if dealers invest real money in the market, it may not yield results. And empty talk or 'karate' (i.e., no real investment) will never build a local market. A dealer's market investment is like playing basketball: the dealer must have a ball (i.e., funds for market investment) to have a chance to shoot and score (i.e., gain orders and market share). Without the ball, they can only sigh at the basket.

For manufacturer sales reps, their value lies in enabling dealers to play the game (i.e., invest in the market) and score goals (i.e., gain orders, capture market share, and earn profits). No one wants to do a losing deal; if they do it once, they won't be fooled again.

How can dealers gain the confidence and ability to 'dare to spend'? How can they be willing to invest in the market, especially in terminal activities?

For manufacturer sales reps, one of the secrets to getting dealers to dare to spend is 'big benchmark, on-site meeting, and resource integration'!

The first step, 'big benchmark,' is to establish at least one excellent dealer model. The power of example is infinite. A sales rep's thousand words are not as effective as a dealer's few words. Letting dealers persuade dealers is the simplest and most effortless method. The sales rep first selects a dealer with strong strength, good business thinking, high cooperation with the company, strong willingness to invest in the market, and influence on the surrounding area, and makes this dealer a model for market investment. Achieve success at this point. Let this model dealer taste the benefits of market investment, become a beneficiary, and become the manufacturer's benchmark and spokesperson for market investment. This is the process of setting up a 'big benchmark.'

The second step is the 'on-site meeting.' Hearing is not as good as seeing. The on-site meeting is the 'live show' of the 'big benchmark.' Invite nearby potential dealers to participate in the entire process of the model dealer's market investment and activities, letting them feel the atmosphere, witness the frenzy of order signing, and experience the returns on investment, providing positive stimulation. A good on-site meeting allows the model dealer to fully 'show off' to influence and motivate other dealers. If dealers think, 'If he (the model dealer) can succeed, I can too,' then the on-site meeting has achieved its purpose.

The third step is 'resource integration.' To ensure the success of the model dealer and the next potential dealers' market investments and activities, the sales rep must learn to integrate resources. 98% of resources come from integration. Resources are not waited for; they are fought for. Those with money contribute money, and those without contribute effort. The sales rep should be good at integrating the manufacturer's policy resources, brand resources, advertising resources, human resources, and financial resources; and integrating the dealer's local connections, media resources, financial resources, and material resources to ensure the success of market investment.

For dealers who are making a large-scale market investment for the first time, when they hesitate or waver during the investment, the sales rep must strengthen their confidence and determination, telling them that market investment cannot be a 'drizzle' that doesn't even wet the ground. Market investment is like boiling water: even if the temperature reaches 99 degrees, it's not boiling, and there is a fundamental difference between boiling water and warm water. Market investment must be large-scale for large returns; don't skimp on the last degree of firewood (investment) and fail in the end. Market investment is not short of this 'final push.'

Getting dealers to dare to invest and spend has become an important criterion for manufacturers to evaluate their sales reps' management of dealers.

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