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In the 'performance review' and 'employee report' segments, both supervisors and employees should engage in dialogue, probing and interacting on key performance issues. 'Love until death, never rest until results are achieved'—do not just talk to yourself.
Scenario simulation: Sales rep report: 'Yesterday I lost two items, mainly because our product isn't selling and is nearing expiration, so the owner doesn't want it...' Supervisor comment: 'Yesterday's last place in performance was someone. Okay, now let's move to the next segment of the morning meeting...'
The steps in the case are correct, but each is talking about their own thing, and the issues raised in the sales rep's report are not resolved. The supervisor's comment just reads out the ranking and then directly moves to the next segment—going through the motions.
This article is excerpted from 'Terminal Sales Secret Manual' by Teacher Wei Qing, published by Peking University Press.
The supervisor should review the sales reps' reports the night before to know which reps had major performance issues and think about countermeasures. The next morning, in the meeting, discuss these issues with the reps to set solutions and action plans. For weak reps—those lagging in performance, losing stores or items, or failing to complete assigned tasks—have them explain reasons, then follow up with rewards/punishments, criticism, individual coaching... until a solution is found and the rep commits to completing tasks and catching up on progress by a specific time.
Besides the key performance issue tracking model in the above case, there is also the terminal sales rep item management model. Terminal item management means: each visit, the rep counts the number of key items in the store, including main competitors. A decrease in our item count is 'lost items'; the owner reordering is 'recovered items'; new items previously not in the store are 'promoted new items'. Before leaving each day, reps set goals for items to recover and promote based on item records. Here are two case examples:
Scenario simulation: Sales rep: 'Yesterday I planned to recover 3 items but only recovered 1, and lost 5 more. The unrecovered and lost items were all low-price plastic-packaged liquor A, because competitor Laoshan introduced a promotion policy and signed a volume agreement with the owner—buy 100 packs, get 20 free. Our plastic-packaged A doesn't have that promotion, so the owner doesn't want it...' Supervisor: 'I reviewed everyone's item tracking yesterday. This is a common problem. Yesterday, 6 reps lost 18 items total, 14 of which were A. We must counter with a policy. Everyone note: starting today, we offer: for every 100 packs of A accumulated, get 15 packs free. Is that less than Laoshan's 100+20? Also, sign display agreements with terminals: 'Boxed wine B 30 boxes + plastic-packaged A 20 boxes for combined display, plus 15 packs of A monthly reward.' Then explain to the owner: combined display gives 15 packs monthly, so 30 packs in two months. If the store sells 50 packs of A per month, that's 100 packs in two months, earning another 15 packs as sales reward. Total promotion in two months is 45 packs, which is 25 packs more than Laoshan's 100+20, so much more profit. This way, we not only recover item A but also promote item B through the combined display reward—killing two birds with one stone.'
'I emphasize: for stores that lost low-price liquor A, first check if they regularly order boxed wine B. If they order B monthly, the store has good sales. In such stores, item A must not be lost! If lost, the store becomes a single-item store for B. As you know, single-item stores have low sales, high delivery costs, owners don't value you, and distributors are reluctant to deliver—eventually you'll be kicked out. So these stores are your primary targets today for recovering items with the new policy. Before leaving, go through your route book, mark all such stores, and put them on my desk as your item recovery targets. I've given you the policy, which is more advantageous than competitors. If you fail to recover items in these target stores today, we'll have a review tonight, and you'll explain why. If the reason is not convincing, you'll be fined 50 yuan per store! Can everyone do it?'
Sales reps: 'Yes!'
Scenario simulation: Sales rep: 'Yesterday I lost 5 items: 2 stores where the owner was absent—I'll visit them again tomorrow to take orders and recover; 1 store where the freezer broke and wasn't repaired, so the owner was angry and didn't order. I've chased the company's after-sales several times but no one came, making it hard to recover; 1 store lost high-end liquor A because the owner said it was near expiration and he didn't dare sell it. I talked to him for a long time, but he was afraid of expired products and wouldn't order; the last store ran out of mid-range wine B, and the owner is waiting for this month's promotion policy, so it can't be recovered until the new policy comes out.'
Supervisor: 'I checked your customer file cards. Both stores where the owner was absent have follow-up visit records, showing you did a second visit that day—good work attitude. What about the store with the broken freezer? How are sales?'
Sales rep: 'Sales are good; they order from the distributor every week.'
Supervisor: 'I'll contact the manufacturer's repair point. If it can't be fixed within 3 days, I'll transfer the new freezer that arrived the day before yesterday to that store. I've solved the problem for you. Can you recover the item next week?'
Sales rep: 'No problem.'
Supervisor: 'Good, you said it! I'll note it and check next week. Also, for the store that lost high-end liquor A, why didn't you swap the stock in advance? New products sell slowly; we need to give the owner confidence by swapping stock promptly—that's our promise when we place new products. If you wait until the date is bad, the owner naturally won't order. I emphasize again: if a new product doesn't sell within 3 months of entering the store, we must swap it for fresh stock promptly, otherwise he can return it immediately. This reduces the owner's worries. This store lost the item because you didn't swap in time. According to regulations, you're fined 30 yuan. Pay now. Was I wrong?'
Sales rep: 'No, you're right! I'll be careful in the future, but A really doesn't sell well...'
Supervisor: 'Doesn't sell well? Does this store have our display cooler?'
Sales rep: 'Yes.'
Supervisor: 'How many high-end A are in it?'
Sales rep: 'None.'
Supervisor: 'Losing this item is entirely your fault! Without date swaps, the owner lacks confidence. In summer, without chilling, who wants your beer? You must recover high-end A in this store! Go today to swap goods and do chilled display, and report back tonight. Can't do it? Here's a method: take the owner to visit the model stores on East First Road that sell high-end A well, and use facts to convince him that A can sell. Also, renew the stack display agreement for high-end A. I'll give you some small support—take a few bottle openers, pens, and other small gifts for him today. Announce a new rule: during the launch of new high-end A, pay attention to chilled display. We've invested in many chilled display coolers at terminals—these are the bases for our new products to sell! From today, for new A distribution points with our coolers, A must have at least 3 facings and no less than 12 bottles in the cooler. I'll inspect today. Any store not meeting the standard will be penalized 10 yuan. Whether the new product sells well isn't for us to say; we just do our job and let the market speak!'
'Also, stop grumbling about the promotion policy. I'm considering changing the old practice of mid-range wine B promotions always at month-end, to avoid the end-of-month phenomenon of terminals waiting for policies and product stockouts. The lost mid-range B items don't need to be recovered today. Once the head office approves the purchase display reward policy I submitted today, I'll notify you tonight. As soon as the policy comes out, recover them immediately.'
Knowledge points: Key performance issue tracking model. 'Terminal item management' tracking model in morning meetings. Action: Assume you are a frontline sales supervisor. Use the ideas and methods from this topic to track your subordinates' performance issues. Record the follow-up process daily, reflect and improve, until results appear.
This article is excerpted from 'Terminal Sales Secret Manual' by Teacher Wei Qing, published by Peking University Press.
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