---
title: "How Frontline Sales Staff Can Effectively Manage Channel Partners"
description: "Xiao Xu, a frontline salesperson for a major beer brand, managed a county-level market with one primary distributor and 20 secondary distributors. Facing intense competition and disgruntled secondary distributors, he shifted focus to motivating their delivery staff through relationship-building, training, and incentive programs, resulting in a 66% sales increase and recognition from his company."
author: "闫治民"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-08-10"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/TVkqEpta-HUY7MBMp6sDZA"
translation: "https://xinjignxiao.com/zh/articles/%E5%8E%82%E5%AE%B6%E4%B8%80%E7%BA%BF%E4%B8%9A%E5%8A%A1%E4%BA%BA%E5%91%98%E5%A6%82%E4%BD%95%E6%9C%89%E6%95%88%E7%AE%A1%E7%90%86%E6%B8%A0%E9%81%93%E5%95%86-433d2fc4.md"
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# How Frontline Sales Staff Can Effectively Manage Channel Partners

> Xiao Xu, a frontline salesperson for a major beer brand, managed a county-level market with one primary distributor and 20 secondary distributors. Facing intense competition and disgruntled secondary distributors, he shifted focus to motivating their delivery staff through relationship-building, training, and incentive programs, resulting in a 66% sales increase and recognition from his company.

Xiao Xu was a frontline salesperson for a large beer company's J brand, responsible for business development in a county-level market. He managed and served one primary distributor and assisted sub-distributors with terminal development and management. Because the primary distributor covered both the county town and rural areas, there was one secondary distributor per township, plus five in the county town, totaling 20 secondary distributors.

The county, rich in coal resources, had a strong economy and high consumption levels. Within a 150-kilometer radius, there were four beer companies, making the market highly competitive, with as many as 21 beer brands. Except for the premium Qingdao Beer holding over 50% share, five brands dominated over 95% of the mid-to-low-end segment. Xiao Xu's J brand, the province's top beer brand, led the market for products priced under 5 yuan, holding about 40% market share. The other four brands were smaller local ones with inferior packaging and taste, but they lured and disrupted J brand's channels with prices 0.5-1.0 yuan lower per case.

Despite the competitive pressure, J brand maintained a strong market share due to its brand image, quality, and taste, especially in B-level and above dining outlets in the county town. The primary distributor had a three-year relationship with the company, marked by high trust and loyalty. Although the primary distributor had concerns, his loyalty remained largely unaffected.

However, secondary distributors, with weaker brand loyalty and a short-term focus, began to waver. Some started stocking competitors' cheaper products, reducing their enthusiasm for selling J brand. The situation was serious. Company leaders instructed Xiao Xu to focus on managing secondary distributors, stabilizing their morale, and enhancing their loyalty.

Xiao Xu then concentrated on communicating with secondary distributors. Having worked in the market for over two years, he knew them well. They complained about competitors' low prices and thin margins on J brand. Xiao Xu talked about J brand's strong brand image and quality, but they wanted tangible profits, calling him a bookworm. Frustrated, Xiao Xu fell into deep thought.

After reflection, he realized that emotional communication alone wouldn't work. The key was to reduce pressure on secondary distributors, increase their profits, and boost their enthusiasm and loyalty. However, strict management would backfire given their low morale. He noticed that secondary distributors typically had two to three delivery staff, often relatives or temporary hires with low education, poor skills, and low wages (400 yuan with room and board, 500 yuan without). They followed orders blindly, worked hard, but earned little, leading to low morale. Xiao Xu decided to improve their motivation and skills to increase sales and profits for secondary distributors, thereby enhancing their loyalty. He proposed this to his supervisor, who approved.

With a clear plan, Xiao Xu implemented specific measures:

**1. Strengthen communication with secondary distributors' staff to build rapport.** Xiao Xu changed his approach, greeting their staff warmly, helping load trucks, and complimenting them (e.g., "New phone? You're making money fast!" or "Nice haircut, looks like Nicholas Tse!"). Even ordinary people need respect. When he praised them in front of their bosses, they smiled, feeling valued and proud. Sometimes he treated them to drinks at street stalls, encouraging them. He quickly built good relationships, and they became friendly and enthusiastic.

**2. Help staff with terminal work to increase business.** Since most staff were salaried, they had little incentive to develop new outlets. Xiao Xu accompanied them on deliveries, which increased their prestige with terminals. He taught them product knowledge and communication skills, helping them open new accounts. This increased terminal numbers and maintained J brand sales, making secondary distributors more appreciative.

**3. Train staff to improve their skills.** Xiao Xu encouraged them to see their job as an opportunity for growth. He read success books by Chen Anzhi and shared motivational stories to boost their aspirations and confidence. He taught them product knowledge, how to calculate profits for terminals, and basic communication techniques, such as greeting styles and handling objections.

**4. Reform wage systems to boost motivation.** Xiao Xu persuaded secondary distributors to adopt a base salary plus commission system. Although some staff earned more, sales increased significantly, benefiting the distributors. Most accepted, but a few stubborn ones resisted.

**5. Provide extra incentives for staff.** To further motivate staff, especially those also selling competitor brands, Xiao Xu proposed a sales incentive program for June-July: 0.05 yuan per case for low-end regular beer, 0.1 yuan for popular beer, 0.3 yuan for mid-range, and 0.5 yuan for high-end. Bonuses were paid directly to staff based on their sales records, funded by the company. This increased their enthusiasm for selling J brand.

**6. Offer career development opportunities.** Xiao Xu's company was growing and hiring many marketing staff based on ability, not education. He hinted that hardworking staff could be recommended for formal positions, with higher pay and stability. He actually recommended three, and two were hired. This motivated them greatly, though he did it discreetly to avoid upsetting secondary distributors. Most understood and even felt proud.

After nearly two months, the enthusiasm and skills of secondary distributors' staff improved significantly, boosting J brand sales and countering competitors. Secondary distributors' loyalty was maintained and enhanced, and total sales in the county increased 66% year-on-year. Xiao Xu's experience was recognized by the company, and he was invited to share his methods at a special meeting for rollout in other markets. He was also named the annual outstanding salesperson.

Xiao Xu firmly believes that marketing requires intelligence, not brute force; wisdom creates miracles!

For more marketing topics, feel free to communicate with the author (WeChat: 707265114).

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Activity schedule:
Time: August 15-18
> 15th: Check in at designated hotel in Nanjing; 16th: Visit Qianmi Network, then take high-speed rail to Hangzhou; 17th: Participate in the "FMCG Distributor B2B Transformation Exchange Summit"; 18th: Visit Alibaba Retail Link in Hangzhou.

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**3rd B-end e-commerce inspection group photo, from top to bottom: Yunbao Shangmeng, Weijie Chengpei, Wanshang Yizhan.**
**2nd B-end e-commerce inspection group photo, from top to bottom: Jinhuobao, Caiba, Yishang.**
**1st B-end e-commerce inspection group photo, from top to bottom: Piduoduo, Beiquan, Yishang.**

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