---
title: "How to Grow from \"Busy, Confused, Blind\" to an Enlightened Distributor?"
description: "Among the clients trained by the author, there is a distributor with annual sales of hundreds of millions of yuan who has successively represented several famous brands and achieved the largest market share in its region. Moreover, it has upgraded its brand, market, and channels, established its own production plant, registered its own product brand, and created a dual business model of \"trading company + industrial company,\" pioneering a new path for development. It can be regarded as a model of successful transformation for distributors, having reached the level of a brand operator. However, the author has also encountered many confused distributors who struggle to develop."
author: "崔自三"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2017-04-22"
language: "en"
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# How to Grow from "Busy, Confused, Blind" to an Enlightened Distributor?

> Among the clients trained by the author, there is a distributor with annual sales of hundreds of millions of yuan who has successively represented several famous brands and achieved the largest market share in its region. Moreover, it has upgraded its brand, market, and channels, established its own production plant, registered its own product brand, and created a dual business model of "trading company + industrial company," pioneering a new path for development. It can be regarded as a model of successful transformation for distributors, having reached the level of a brand operator. However, the author has also encountered many confused distributors who struggle to develop.

Among the clients trained by the author, there is a distributor with annual sales of hundreds of millions of yuan who has successively represented several famous brands and achieved the largest market share in its region. Moreover, it has upgraded its brand, market, and channels, established its own production plant, registered its own product brand, and created a dual business model of "trading company + industrial company," pioneering a new path for development. It can be regarded as a model of successful transformation for distributors, having reached the level of a brand operator.
However, the author has also encountered many confused distributors who struggle to develop. I have found that many distributors fail to grow strong not only due to their strength, network, and other hardware, but also because of a fundamental reason: lack of enlightenment.
In my view, for distributors to become strong and large, they must, like the successful distributor mentioned above, have clear development concepts and ideas, and must be enlightened in key aspects.
I. Manifestations of Distributors' Lack of Enlightenment
Typically, distributors' lack of enlightenment is manifested in the following aspects:
**1. Not knowing where they come from and where they are going**
Many distributors who started as salespeople or became distributors after graduating from university have developed rapidly in recent years, bringing significant impact to traditional distributors. These new-era distributors have clear positioning and clear goals, so they are quick to learn and act.
However, some distributors, especially the first and second generation distributors after China's reform and opening up, have developed by relying on their courage and policy opportunities, but they are often pushed by the market. When opportunities no longer exist and the market environment has changed significantly, they are at a loss and confused, because they have never thought about how they got to where they are today and where they want to go in the future. As a result, they muddle along, "staring with confused and uneasy eyes" at the market, drifting with the tide.
**2. Not knowing what they are suitable for and what they can do**
Some distributors fail to find their direction in development, face increasing operational difficulties, and gradually lose favor with manufacturers. A major reason is that these distributors lack long-term planning for themselves, do not know what they are suitable for and what they can do, leading to "strategic disorientation." For example, they distribute alcohol today, condiments tomorrow, instant noodles the day after, and ham sausages the day after that... like "a bear breaking corn cobs," picking in front and dropping behind.
They often lack a clear development plan, with their main business constantly wavering, unclear about what they can do, what they can do well, and what they are suitable for. Thus, they become "busy, confused, blind" clients, and find it difficult to focus resources on a specific field, thereby failing to become a "regional king" or "local power."
**3. Not striving for progress, just getting by**
Some distributors become "dwarfs" that never grow, sometimes because they are content with comfort, satisfied with small wealth, "short-sighted," and unwilling to make more efforts. I have come across such distributors who, thinking they have assets of hundreds of thousands or millions, become arrogant, "thinking they are the greatest," looking down on others. They live leisurely and believe that the economic crisis has nothing to do with them, not realizing that the absence of crisis is the biggest crisis.
**4. Closing themselves off and fearing change**
With the deepening of the market economy, two types of distributors have formed:
(1) Opportunity-based distributors
These distributors, taking advantage of the reform and opening up, because they "dared to cut the grass of socialism," and because China transitioned from a planned economy to a market economy with products in short supply, became the earliest distributor groups, including those spun off from supply and marketing cooperatives, sugar and alcohol companies, and food companies.
(2) Capability-based distributors
These mainly refer to distributors who keep pace with the times, constantly adapt to market changes, and capture market demand in a timely manner, including those who started as salespeople or as university graduates. They continuously improve their abilities to keep up with market development, thus becoming the most dynamic group in the circulation field.
Traditional distributors who fail share a common characteristic: facing increasingly intense market changes, they are like "people in a shell," wanting to change but fearing change, thus closing themselves off and being complacent.
**5. Empiricism and refusal to learn**
For a distributor, experience may be an asset at a certain time, but times change, and experience can sometimes become a hindrance to growth and development. Some distributors develop slowly because they adhere to empiricism and often show off their experience. Under this mindset, they use excuses like being busy with business and having no time to refuse learning, resulting in low competitiveness. When encountering competitor attacks in the market, they only resort to price cuts and price wars, leading to low profitability and weak later development.
These are manifestations of distributors' lack of enlightenment. In fact, every distributor has the opportunity to become strong and large, but some remain "dwarfs" throughout their lives because they do not know what they are suitable for, what they can do, and what they can do well, achieving nothing in "chaos."
Dr. Sun Yat-sen once said that there are three types of people: those who know first, those who know later, and those who never know. What is feared most is the latter, but some distributor friends often play the role of the unknowing. In fact, we need to be the first two types.
II. How to Be an Enlightened Distributor
So, how can one become an enlightened distributor?
**1. First, know how you "made your fortune"**
It is valuable to have self-knowledge; the most feared thing is not seeing oneself clearly. Therefore, to be an enlightened distributor, you must first understand what you relied on to make your fortune: opportunity, your own ability, or both.
If you are opportunity-based, you must understand that you need to transform from opportunity-based to capability-based, continuously recharge yourself, broaden your horizons, and make up for your capability shortcomings. Especially for distributors with lower educational levels, it is more important to participate in training activities organized by manufacturers or institutions. Vision determines height; the bigger the heart, the bigger the stage. Only by learning more can you make up for your capability shortcomings, stay clear-headed, and ensure the longevity of your business.
**2. Clarify your core competitiveness**
Doing business is like playing chess: you need to think three steps ahead. Therefore, as a distributor, you must understand what factors support your development and what core competitiveness will enable you to defeat competitors in the future. Is it your network, personal connections, standardized management, planning ability, or the popularity, visibility, brand power, and execution brought by the manufacturer's halo? Are you proactive or reactive in your operations? Only by understanding your strengths, weaknesses, opportunities, and threats can you leverage your strengths and avoid weaknesses, and better participate in market competition.
**3. Establish a concept of continuous improvement**
No one is perfect, and everyone makes mistakes. Distributors will also make various mistakes during development, but this is not terrible. What is terrible is facing mistakes without repentance and continuing to make them. To maintain entrepreneurial vitality and motivation, distributors must continuously improve and even implement process reengineering during development. Through constant innovation, they can maintain lasting passion and vitality.
In summary, for distributors to become strong and large, they must be enlightened. Only by recognizing the times and understanding the overall situation can they keep pace with the times, maintain their advanced nature, and become excellent or outstanding winners in the fierce market competition.
**Excerpted from: Jialiang Net**
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