Introduction What should you do if distributors 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 distributors like to spend their own money on promotions? Many people say no. Actually, there is a misunderstanding here: distributors are not unwilling to spend money on promotions; 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 distributor would dislike spending money on promotions. So why, in real distributor management, are distributors mostly indifferent to your promotional plans? For promotions funded by the manufacturer, they cooperate as much as possible and may even siphon off some resources. For promotions requiring their own resources, they do the bare minimum, make do, or avoid them altogether. Promotions become a chicken rib—tasteless to eat, but a pity to discard. If you are a sales leader, what annoys you the most? Subordinates who have no performance, speak poorly, and only write reports saying "I need money, I need resources, I need to work," leaving success entirely to luck. When such a report comes in, don't you want to give them a good scolding, 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, still get patted on the shoulder by the boss and told, "Well done, keep it up!" Others get 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 they're 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 distributors that this promotion will not only not lose money but also make money; not only make money but also earn the same as before; not only earn the same as before but possibly even more, do you think distributors would be willing to listen to the plan? Yes, they might be skeptical. But if you tell distributors that we will take certain measures to ensure that you not only don't lose money but also make money; not only make money but also earn the same as before; not only earn the same as before but possibly even more, do you think distributors 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 sales tasks for the first half of the year, 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 kind of 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 34 million in tasks?!" Xiao Li's heart tightened: "Um... in the second half of the year, I plan to increase sales by adding more outlets and doing more promotions..." Mr. Wang sneered: "Just opening outlets and doing promotions will complete the task?!" Xiao Li's forehead began to sweat: "Um... Mr. Wang... I still have a few big projects in the pipeline for the second half..." Mr. Wang interrupted: "What if the projects don't materialize or you lose them?" 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 sales tasks for the first half, 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 kind of problem?" Xiao Li calmed himself: "Mr. Wang, in my plan for the second half, here's how I've planned it. In the first half, my completion rate was only 80%, leaving a 4 million gap. If the overall environment doesn't improve in the second half, I'll only complete 80% again, meaning another 6 million gap, totaling about 10 million for the year. I plan to address this 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 over six months. I've already secured 19 store locations; I'll set them up as soon as I return. Second, the operator Lao Zhao has had distribution issues. I plan to develop 10 distributors under him, with sales still counted under Lao Zhao for the second half; we'll deal with the future later. We'll deliver goods directly to these distributors. I've already negotiated with all 10 customers. Each distributor will do 60,000 yuan per month, totaling 3.6 million over six months." As he spoke, Xiao Li handed the list of distributor customers to Mr. Wang. "Third, by renovating 14 outlets, each specialty store can add 20,000 yuan per month, totaling 1.68 million over six months. Here's the list of customers to be renovated." 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 primary responsible persons. They are expected to add about 10 million in sales. If a supervisor fails to meet targets for three consecutive weeks, they will be demoted to sales representative, and the sales rep with the highest assessment score in the region 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!" Xiao Li said, handing the prepared assessment and reward/punishment plan for the second half to Mr. Wang. Mr. Wang took the list, glanced at it, and then said with a smile: "Xiao Li, no need to put so much pressure on yourself! We didn't play well in the first half, but there's still a chance in the second half! I'll look at the plan, but it should be basically fine. Go ahead and prepare; 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 tasks, but in Case 1, the person was almost fired on the spot, while in Case 2, the person received "kind" reassurance from the leader. Why? In the first, the work plan was described as "we will do this, we will do that"—a slogan approach. The leader has eaten more salt than you've eaten rice. In the second, the work plan was described with numbers and details to make it vivid, focusing on how to do it. The logic was clear and visual. The most obvious technique was deriving sub-targets from the overall goal, then deriving action plans for each sub-target, and finally including accountability for the plan. This is actually the four steps of marketing planning we often talk about. When communicating a plan with distributors, they have to take money out of their pockets. Wouldn't they be cautious? They'd first hold their pockets tight and then take money out bit by bit! If you only say "we should do this, we should do that," don't distributors feel that every sentence you say reduces their money? But when you communicate with clear goal derivation, each number has a clear secondary breakdown, and you supplement it with action plans and audit measures, doesn't that help distributors 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 key customers in key building materials markets in the region to also do supporting terminal promotions to boost terminal sales momentum!" Xiao Li entered the store and stated his purpose directly. Distributor Lao Zhao smiled without saying anything, noncommittal. "Promotions focus on results, not form. This plan has achievable goals and guaranteed profits. Although it's a promotion, it will not only prevent you from losing money but also ensure you make money, even more than usual!" "Oh... I'd like to hear it. Even if it's not about making money, as long as I 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 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 over 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 hire 4 college students, each costing 50 yuan per day, totaling 1,400 yuan for 7 days. They'll distribute flyers at the entrance of the building materials market and offer gifts for entering the store, with a daily target of bringing 10 people into the store, deducting 5 yuan for each person short. With a 20% conversion rate for visitors, we can achieve 56 units in 7 days. I'll handle the staffing and training. Here's the designed flyer!" As he spoke, he opened his computer to show the design plan to the distributor. "I've also contacted two mature residential communities with over 500 households nearby: Shuixie Huacheng and Moon Bay. You know both communities have recently been occupied, and many people are renovating. You'll provide one person, and I'll provide one. Our person will train your staff on how to intercept customers in the community and lead on-site activities. We'll bring the activities to the community. I'm familiar with the property management of both communities. The original site fee was 100 yuan per day, but after discount, 300 yuan covers 7 days, so 600 yuan is enough for both communities. Even if we only intercept half of the 1,000 households, and only one-tenth of those intercepted buy our products, we can add another 50 units." As he spoke, he showed the distributor the business cards of the property managers. "50 units plus 56 units plus 50 units totals 156 units. I'll coordinate and spot-check the store staff assessments, market staff interception training, and community promotion personnel supervision. 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 distributor. What would the distributor think after hearing this plan? Those not good at math might be confused, but they'd firmly remember the phrase "the estimated 120 units is a sure thing." Moreover, since you broke down each number for him, money, though a number, only when hearing the numbers can the distributor feel at ease. When communicating promotional plans with distributors, first, using numbers and details to support the plan makes distributors 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 distributors feel you have clear thinking and correct logic—you truly understand before you can explain clearly. With goals in the distance, actions nearby, and audits in reserve, building distributors' trust in you is the fundamental reason they support your promotional plan. -END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and applicable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent Article Selection | 002 Distributor Market Operations | 003 Terminal Visit Management | 004 Sales Supervisor Skills | 005 Sales Improvement Techniques | 006 Channel Expansion | 007 Managing Distributors | 008 Distributor Development | 009 Distributor Internal Operations Management | 010 Team Management | 011 Efficient Distribution Techniques | 012 Sales Manager's Eighteen Skills | 013 KA Operation Methods and Strategies | 014 First Lesson for New Salespeople | 015 Internet, Brands | [Long press QR code to follow] To join QQ/WeChat groups, please click: Read Original