---
title: "How Should You Present a Promotional Plan So That Dealers Will Listen?"
description: "Dealers are not unwilling to invest in promotions; they fear ineffective promotions that waste money. The most effective approach is to use numbers and details to structure and connect the four steps of a promotional plan, thereby building dealer trust and ensuring support."
author: "黄润霖"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2019-07-14"
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# How Should You Present a Promotional Plan So That Dealers Will Listen?

> Dealers are not unwilling to invest in promotions; they fear ineffective promotions that waste money. The most effective approach is to use numbers and details to structure and connect the four steps of a promotional plan, thereby building dealer trust and ensuring support.

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**What should you do if dealers are not interested in your promotional plan? The most typical approach is to use numbers and details to package and connect the four steps of the promotional plan.**
Do dealers like to spend their own money on promotions? Many people say no. Actually, there is a misunderstanding here: dealers are not unwilling to spend money on promotions, but they are afraid that the promotion will be ineffective, and the money will be wasted. If a promotion can truly achieve the goal of compensating for profit with volume and increasing profit through volume, no dealer would dislike spending money on promotions.
Then why, in actual dealer management, are dealers mostly indifferent to your promotional plans? For promotions funded by the manufacturer, they will cooperate as much as possible and may even intercept some resources; for promotions requiring their own resources, they will make do, muddle through, or avoid them altogether. Promotions have become a chicken rib—tasteless to eat, but a pity to discard.
If you are a sales leader, what annoys you the most? Subordinates have no performance, speak poorly, and their reports only say "I need money, resources, and to work," with success entirely dependent on luck. When such a report is submitted, don't you want to scold them severely, even if it's not your money?
Let's recall: some salespeople, when reviewing performance and making resolutions at mid-year or year-end, even if they haven't completed their tasks, are still patted on the shoulder by the boss and told, "Well done! Keep it up!" Others are scolded like pigs. Setting aside the boss's personal preferences and relationships, what causes some people to thrive in the workplace while others feel like sitting on pins and needles?
The difference, in plain terms, is whether the person is reliable! That is, whether others believe what you say. If we can clearly tell dealers that this promotion will not only not lose money but also make money; not only make money but also earn as much as before; not only earn as much as before but possibly even more, do you think dealers would be willing to listen to the plan? Yes, they might be skeptical.
But if you tell dealers the specific measures we will take to ensure they not only don't lose money but also make money; not only make money but also earn as much as before; not only earn as much as before but possibly even more, do you think dealers would execute it?
Let's look at two completely different reporting styles to see how differences in evaluation arise.
**Case 1:**
Mr. Wang: "Xiao Li, there's a 4 million gap in this year's first-half sales target, and there's still a 30 million task for the second half, right? Can you handle it?"
Xiao Li, caught off guard, replied casually: "Mr. Wang, no problem!"
Mr. Wang immediately pressed: "No problem? What's the problem?"
Xiao Li puffed out his chest: "I will definitely complete the task!"
Mr. Wang grew impatient: "Tell me, how are you going to complete the 34 million task?!"
Xiao Li's heart tightened: "Well... in the second half of this year, I plan to increase sales by adding more outlets and doing more promotions..."
Mr. Wang sneered: "Adding outlets and doing promotions will complete the task?!"
Xiao Li's forehead began to sweat: "Well... Mr. Wang... I still have several major projects in the pipeline in the second half..."
Mr. Wang interrupted: "What if the projects don't materialize or are lost in the second half?"
Xiao Li was already at a loss for words: "..."
Mr. Wang: "Rewrite your regional plan for the second half! If it's not good, don't come back to the market!"
**Case 2:**
Mr. Wang: "Xiao Li, there's a 4 million gap in this year's first-half sales target, and there's still a 30 million task for the second half, right? Can you handle it?"
Xiao Li, anticipating this question, quickly replied: "Should be no problem!"
Mr. Wang immediately pressed: "No problem? What's the problem?"
Xiao Li calmed down: "Mr. Wang, in my second-half plan, I've planned it this way. In the first half, my completion rate was only 80%, leaving a 4 million sales gap. If the overall environment doesn't improve in the second half, then the second-half task can only be completed at 80%, meaning another 6 million gap, totaling about 10 million for the year.
I plan to address the 10 million gap through the following three initiatives. First, add 20 directly controlled specialty stores, each with monthly sales of 40,000 yuan, totaling 4.8 million in six months. Of these, 19 store locations have already been secured, and we'll set them up as soon as we return. Second, the operator Lao Zhao has had distribution issues. I plan to develop 10 distributors under him. Sales in the second half will still count for Lao Zhao, and we'll deal with the future later.
We'll directly deliver goods to these distributors, and I've already negotiated with all 10 customers. Each distributor will do 60,000 yuan per month, totaling 3.6 million in six months." As he spoke, Xiao Li handed the list of distributor customers to Mr. Wang.
"Third, by rectifying 14 outlets, each specialty store can add 20,000 yuan per month, totaling 1.68 million in six months. This is the list of customers to be rectified." Xiao Li continued, handing the entire customer list to the leader.
"These three initiatives will be included in daily assessments, with regional supervisors as the first responsible persons. They are expected to add about 10 million in sales. If a supervisor fails to meet the target for three consecutive weeks, they will be demoted to sales representative, and the business representative with the highest score in the regional assessment will be promoted to acting supervisor! Mr. Wang, we didn't do well in the first half, but in the second half, we will succeed or die trying!" As he spoke, Xiao Li handed the prepared assessment and reward/punishment plan for the second half to Mr. Wang.
Mr. Wang took the list, glanced at it, and then smiled at Xiao Li: "Xiao Li, no need to put so much pressure on yourself! The first half wasn't good, but there's still a chance in the second half! I'll look at the plan, but it should basically be fine. Go ahead and prepare, and I'll approve the plan before you go to the market!" With that, he turned and left with the plan.
What's the difference between the first and second communication cases? Both failed to complete the task, but in Case 1, Xiao Li was almost fired on the spot, while in Case 2, he received "kind" reassurance from the leader. Why?
In the first case, the work plan was about what we want to do, what we want to do. It was just slogans; the leader has eaten more salt than you've eaten rice. In the second case, the work plan used numbers and details to illustrate the plan's tangibility, focusing on how to do it. The logic was clear and visual.
**The most obvious technique is to derive sub-goals from the overall goal, action plans from each sub-goal, and finally include responsibility assessment for the plans. This is actually the four steps of marketing planning we often talk about.**
When communicating a plan with dealers, since they have to take money out of their pockets, wouldn't they be cautious? They would first hold their pockets tight and then take money out bit by bit! If you only say "we want to do this, we want to do that" when communicating with dealers, don't they feel that with every sentence, their money decreases?
But **when you communicate with dealers with clear goal derivation, each number with a clear secondary breakdown, and supplemented with corresponding action plans and audit measures, doesn't it help dealers build a clear profit path and see a visualized result? The most typical approach is to use numbers and details to package and connect the four steps of the promotional plan.**
**Let's take a specific promotional plan communication as an example:**
"Mr. Zhao, for this National Day promotion, the company will conduct channel promotions for key accounts. The company requires that key accounts in key building materials markets in the region also do supporting terminal promotions to boost terminal sales momentum!" Xiao Li entered the store and stated his purpose directly.
Dealer Lao Zhao smiled without saying anything, noncommittal.
"Promotions focus on results, not form. This plan's goals are achievable, and profits are guaranteed. Although it's a promotion, it will not only prevent you from losing money but also ensure you make money, and even more than usual!"
"Oh... I'd like to hear it. Even if it's not about making money, as long as we don't lose money, I'm willing!"
"Mr. Zhao, here's the thing! We're doing a 40% discount on your store's hot product A to attract customers. Promotions are about compensating for profit with volume. I've calculated that if you invest 2,000 yuan in activity costs, after the 40% discount, to ensure you earn the same as usual, sales in these seven days need to increase from the usual 50 units to 120 units. This looks like a challenging task."
"So how do we achieve the 120-unit task? Natural store sales are about 50 units. I'll find 4 college students, each 50 yuan a day, 1,400 yuan for 7 days. They'll distribute flyers at the entrance of the building materials market, with activities like 'gift for entering the store,' and each will be assessed to bring 10 people into the store daily, with a deduction of 5 yuan for each person short. With a 20% conversion rate for those entering the store, we can complete 56 units in 7 days. I'll be responsible for staffing and training. Here's the designed flyer!" As he spoke, he opened his computer to show the dealer the design plan.
"I've also contacted two mature residential communities with over 500 households nearby, one is Shuixie Huacheng and the other is Moon Bay. You know both communities have recently been occupied, and many people are renovating. At that time, you provide one person, and I provide one person. Our person will be responsible for training your staff on how to intercept in the community and lead on-site activities. We'll bring the activities to the community. I'm quite familiar with the property management of both communities. The original site fee was 100 yuan per day, but after a discount, 300 yuan can cover 7 days, and 600 yuan is enough for both communities. Even if we can only intercept half of the 1,000 households, and even if only one-tenth of the intercepted users buy our products, we can still add another 50 units." As he spoke, he showed the dealer the business cards of the community property managers.
"50 units plus 56 units, plus another 50 units, totals 156 units. I'll coordinate and spot-check the assessment of store staff, market personnel interception training, and community promotion personnel. As long as execution is in place, the estimated 120 units is a sure thing! Here's the assessment, spot-check, and reward/punishment plan for this promotion's personnel. Take a look!" He casually handed the "XX Promotion Action Plan Supporting Follow-up Plan" to the dealer.
What would the dealer think after hearing this plan? Those not good at math might already be confused, but they would firmly remember the phrase "the estimated 120 units is a sure thing." Moreover, since you break down each number for him, money, although a number, only when hearing the numbers can the dealer relax.
**When communicating promotional plans with dealers, first, using numbers and details to support the plan makes dealers feel you've truly calculated for them; second, learning to go from goal calculation to goal breakdown, to action plans, to audit measures, in one continuous flow, makes dealers feel you have clear thinking and correct logic, and that you truly understand before you can explain clearly.**
With goals in the distance, actions nearby, and audits in the back, building dealers' trust in you is the fundamental reason promotional plans gain dealer support.
Source: Sales and Market (ID: cnmarket)


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