Since ancient times, doing business has been three parts luck and seven parts management. Now, the overall environment is clearly not what it used to be, which has led many operators to increase costs in their business management, hoping to make things easier for themselves. Little do they know, the more they manage, the harder it gets; the more they control, the more chaotic it becomes. If this continues, costs will rise indefinitely while sales fail to improve—where's the profit? Recently, the author visited several distributor companies and discovered many issues in their management. Below are some common problems and solutions for mutual encouragement: -01- Having goals, but poor execution leads to lack of motivation; incomplete implementation leads to ineffective results Many managers like to plan a grand blueprint for their company, but it is often shattered by small problems reported from the market. For example: Within three years, we aim to become the largest distributor in our industry locally. In the first year, we'll achieve this step; in the second year, that step; and in the third year, we'll successfully complete this major goal. But in reality, it's much ado about nothing, because during the process, the executors changed several times over the three years, and the various supporting strategies and systems were altered again and again. Meetings and summaries were held every few days, mostly focusing on slogans, rarely solving fundamental problems. Ask yourself: can we achieve our big goal this way? The truly effective method is: When executing the goal, there must be a clear reward and punishment mechanism, phased goal setting, execution standards assigned to individuals, and a monitoring mechanism, among others. Throughout the execution, track the process frequently, and conduct in-depth summaries of achievements at each stage, extracting useful elements and forming a standard. Only then is it possible to realize your grand strategy. If you still feel a bit confused, take some time to think about the following questions; they should help clarify your thinking:

  1. Who is the executor? 2. Did you track the execution? 3. Did you summarize after execution? 4. Was the goal broken down? 5. Were phased goals assigned? 6. Is there a reward/punishment and monitoring mechanism? -02- Having a team, but poor communication leads to disunity; too much individualism leads to low morale Many distributor companies have their own teams, ranging from dozens to just a few people. But no matter how many, a true team must be united, working together toward a common goal. However, in many companies, the so-called team is actually a gang, fighting for their own interests, bargaining with leaders, complaining privately, each with their own agenda. With such a group, how can they win battles? The truly effective method is: As the manager of the entire team, you should regularly bring everyone together for communication in a harmonious atmosphere, letting each member know their strengths and problems, and learning from each other. Firmly eliminate the existence of "team beggars." At the same time, regularly have one-on-one conversations with each employee, show concern for matters outside work, and foster a habit of mutual help within the company. As a manager, only by understanding employees and befriending them can you discover their strengths and mobilize their enthusiasm during management, thus truly realizing their value. -03- Having systems, but lax supervision allows loopholes; constant changes make systems ineffective Every company has its own systems, and the purpose of setting them is certainly to better achieve cooperation between the company and employees, serving as mutual constraints. But some managers treat the system like a "sword of honor," waving it at everyone. Or some managers regard the system as nonexistent, supervising according to their own habits. For example: Some company rules prohibit smoking in the office, and signs saying "No Smoking" are posted prominently, but the manager himself smokes. If he sees an employee smoking and enforces the rule, will the employee accept it? Or if he's in a good mood, he offers the employee a cigarette, and they smoke together—then what's the point of that rule? The truly effective method is: Once a system is established, there must be supervision, and every clause must be strictly enforced. As a leader, you must lead by example and treat every employee equally. Never give special treatment. Remember, the system is not your scepter, but a weapon for all company personnel to constrain and protect themselves. At the same time, if someone violates the rules, it must be publicized. Additionally, never change the system based on your own habits; remember that every change makes employees feel insecure. If changes are necessary, seek everyone's opinions, preferably hold a meeting to discuss the revised clauses. Involving employees will make them take the system more seriously. -04- Having performance reviews, but too formalistic, resulting in no performance; unclear rewards and punishments lead to complaints For sales teams, almost all companies now adopt performance appraisal management mechanisms, but some companies make performance management too formal or unclear in rewards and punishments, causing salespeople who should go all out to become timid or complain, defeating the purpose of performance reviews. For example: The company stipulates that this month's new product development outlets should reach 500. If completed, the company will give a certain amount of reward. The performance task assigned to salesperson Xiao Zhang is 80 outlets, and to Xiao Wang is 60. But the result is that Xiao Zhang only completed 40, while Xiao Wang completed 90, totaling 400. Logically, those who completed their tasks should be rewarded, and those who didn't should be punished. But the manager thinks that since the total task wasn't completed, no one gets rewards, but individuals who didn't complete their tasks need appropriate punishment. This leads to Xiao Zhang and others complaining privately, and Xiao Wang and others feeling extremely disappointed. In the future, when new tasks are assigned, no one will go all out; they'll just go through the motions, and in severe cases, it may lead to staff turnover. The truly effective method is: In the process of implementing performance appraisals, it's essential to be humane. Don't just focus on achieving certain targets. Remember that the original intention of performance appraisal is to mobilize the enthusiasm of salespeople to achieve set goals. Therefore, the process often matters more than the result. In the above example, completing 500 new outlets in one month breaks down to 125 per week, and for Xiao Zhang and Xiao Wang, that's 20 and 15 per week respectively. Pay attention to weekly summaries: why didn't Xiao Zhang complete his task this week, and why did Xiao Wang complete his? This is what managers need to reflect on and summarize. If Xiao Zhang falls behind this week, we should use the team's strength to help him solve his problems so he can catch up next week, and give certain rewards to those who complete tasks during weekly summaries. By the monthly summary meeting, I believe the 500-outlet task can be completed. Even if it isn't, we'll know the reasons. For individuals who didn't complete their tasks, there must be some punishment; for those who completed, rewards must be given. Never be unclear in rewards and punishments, as it can easily make employees feel disheartened. Disheartened employees' negative energy can directly turn a team into a gang. The above four points are common ailments in distributor company management today. The sick feel pain, and as the saying goes, "if it's blocked, it hurts." To make your business smooth, you must identify these problems and cure them from the root, achieving a complete recovery. Management is the company's medicine, and various management details are the guiding ingredients. Only when they merge together and simmer for a period can they achieve maximum effect.