Xiao Wu was just promoted to sales supervisor, with a one-month probation period, responsible for managing three distributors. At the end of the month, his superior arranged for him to communicate with distributors about picking up goods. The leader called Xiao Wu, roughly explained the matters related to picking up goods, and Xiao Wu readily agreed. After the communication, he even called back to say they would pick up goods in a couple of days. The leader was very pleased and silently praised his execution. Two days later, the leader saw that the distributors had not yet picked up goods, so he called Xiao Wu to ask why. Xiao Wu, as usual, immediately said he would ask the distributors and then get back to the leader. A few minutes later, Xiao Wu told the leader that the distributors had cash flow issues a few days ago and would make payment and pick up goods in a day or two. The leader told Xiao Wu to follow up and not to drop the ball at critical moments. Xiao Wu readily agreed. A few days later, the leader, busy with other matters, did not follow up on Xiao Wu's distributors' orders. On the last day of the month, the assistant sent the leader the order status, and only then did the leader learn that two of Xiao Wu's distributors had not picked up goods, and one had picked up only a small amount, far from the target. Overall, the task was not completed, dragging down the entire department. The leader knew it was too late to remedy, but he still called Xiao Wu to ask why the distributors hadn't picked up goods. Xiao Wu was surprised, thinking the distributors had agreed to pick up. But he wasn't sure, and before the leader finished speaking, he hung up, saying he would ask the distributors and give the leader an answer. A few minutes later, Xiao Wu called the leader, conveying the distributors' intention that they could make payment within the next two days. Before Xiao Wu could finish, the leader scolded him harshly, blaming him for not following up and lacking responsibility. At the end of the month, Xiao Wu's probation report came out, and the leader's recommendation was not to confirm his employment.
Many new sales supervisors, like Xiao Wu, feel that their communication with distributors goes smoothly, but each time there is no result. They even realize at the last moment that they have been stood up by the distributors, and when they realize it, it is often too late. Therefore, when communicating with distributors, we must pay attention to the following principles:
First, the principle of goal orientation. In every communication with distributors, we should set a goal, whether it is to build rapport or achieve a task. If it is to achieve a task, there must be a specific quantitative number, such as how much sales to achieve, how many outlets to develop, etc. Without specific quantitative goals, communication is equivalent to no communication, because there is no assessment target, just like hiring a lawyer to fight a lawsuit not to win, wasting both time and money.
Second, the principle of time limits. The principle of time limits tells us to pay attention to the time constraints for achieving goals when communicating with distributors. Set a specific date, down to the year, month, and day, and refuse vague time frames. In the case, the distributors always answered "in a few days" or "in the next few days," without a specific time limit. Xiao Wu should have confirmed with the distributors the exact date, rather than assuming that "in the next few days" meant today or tomorrow.
Third, the principle of reaching consensus. In every communication with distributors, we should strive to reach consensus on specific matters. In fact, as a sales supervisor, communicating with distributors is essentially conveying the company's business philosophy, strategies, and sales targets, and seeking the distributors' support. If after communication, the distributors still insist on their own views and attitudes, and no solution is found to achieve the company's goals, such communication is clearly ineffective. Communication without consensus is like chatting idly with distributors, with no goals and each boasting their own strengths.
Fourth, the principle of follow-up. When our views align with the distributors' and they have accepted the goals and deadlines, do not think the communication ends there. The most important and critical step is follow-up. Without follow-up, sales will come to nothing. In the case above, Xiao Wu is an example. If he or the leader had followed up in time, the situation would not have been irreparable.
Finally, I want to say that communicating with distributors is essentially: "Go with goals, come back with results, and strive to track the entire process of turning goals into results."
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