This article is reprinted from the WeChat public account: Weijiu Xiao Li and Xiao Wang joined the same liquor company on the same day, one assigned to Market A and the other to Market B. A year later, one was promoted to sales supervisor with great enthusiasm, while the other remained unknown and eventually left the company. At the same time, in the same company, why was there such a big difference? We made a table comparing their work content after joining. Phase 1: Familiarizing with the environment and personnel Xiao Li | Xiao Wang

  1. Had a simple welcome dinner with the office and distributors.
  2. The office leader told him to study more, work hard, read company documents, and understand daily work content.
  3. Work goals were relatively vague. | 1. Had a simple welcome dinner with the office and distributors.
  4. The office leader introduced him to the company environment and personnel in various departments, teaching him how to write reports, summaries, and how to apply for daily plans. He also learned who to contact for different issues.
  5. Goals were clear, and he knew exactly what to do. Phase 2: Clarifying work content and responsibilities Xiao Li | Xiao Wang
  6. He was sent to the market with salespeople to familiarize himself with the market environment and learn how to negotiate business.
  7. During meetings, he was told to listen carefully, learn more, speak less, and think more. | 1. He was sent to the market with different salespeople and had to do three things upon arrival:
    • Observe how experienced salespeople communicate and visit terminals.
    • What to do after entering a store?
    • Understand the policy information of competing products at the same price point.
  8. During meetings, he was encouraged to speak actively:
    • Raise issues encountered during daily market visits for other colleagues to answer.
    • Present his own ideas and suggestions for group discussion. Phase 3: Having goals and methods Xiao Li | Xiao Wang He was assigned a specific area and daily tasks: how many terminals to visit, how many units to sell, and to improve the atmosphere in the area and maintain good relationships with terminals. | Before assigning tasks, there was a brief communication:
  9. Goals:
    • Terminal visits: how many?
    • Atmosphere building: how many?
    • Customer relationship maintenance standards: what are they?
  10. Methods:
    • Learn terminal visit techniques and scripts, and know how to solve problems.
    • Clarify the items for atmosphere building and know what to do.
    • Understand the methods for customer relationship maintenance and the standards for using promotional materials. Phase 4: Standards for good and bad performance Xiao Li | Xiao Wang
  11. When performance was good, he was encouraged and praised, told to work hard, and promised future key training.
  12. When performance was poor, he was criticized and told not to do certain things and to learn to improve. | 1. Monthly performance interviews: clear purpose, employee self-assessment (what did you do? what results? what efforts? what shortcomings? where are gaps compared to colleagues?)
  13. Performance appraisal: set performance bonuses and clear standards for good and bad performance.
    • Full reward for completing monthly target tasks.
    • Double reward for exceeding targets.
    • Deductions for incomplete tasks based on progress.
    • Additionally, completing tasks for three consecutive months qualifies for annual promotion review. Summary From the table above, we can conclude that cultivating an excellent salesperson depends on three important factors: 1. Clear work goals; 2. Knowing what to do every day; 3. Detailed understanding of each work item. Teach correct work methods and skills; having goals is not enough, you must know how to achieve them. This is also the most overlooked aspect in many companies. When problems arise, leaders often say: "Figure it out yourself!" Over time, employees become afraid to ask questions and don't know how to solve problems, greatly affecting the company's execution. Have clear performance appraisal standards and know what constitutes good or bad performance. As a manufacturer or distributor, when you lament the loss of excellent personnel and feel helpless about employees' unsatisfactory execution, ask yourself a few questions:
  14. Do my salespeople know their daily work content?
  15. Do they know the specific methods and skills?
  16. Are my appraisal results the same for those who slack off and those who work hard? Editor's PS: From nearly 1,900 articles published on this public account, I selected 1,067 featured articles and categorized them into 14 major categories and 57 knowledge points, systematically organizing frontline marketing management content into a library for everyone's learning. From market to customer, covering practical combat and management, all are valuable. Follow the public account and reply with the number "1" to browse and view related content.