--- title: "Manufacturers and Salesmen Who Only Push Inventory: Why Are You Still Coming to Me?" description: "A dealer who spent six years building a brand for a small company is forced to give it up because the new salesman constantly pressures him to stock more inventory, ignoring his market's decline and refusing to provide support. The story highlights the negative impact of unqualified salesmen and the importance of not relying solely on one product or partner." author: "老猫" publisher: "New Distribution" email: "zhaobo258@gmail.com" telephone: "+8615854817671" published: "2017-05-15" language: "en" canonical: "https://xinjignxiao.com/en/articles/manufacturers-and-salesmen-who-only-push-inventory-why-are-you-still-com-50f7a1c8/" markdown: "https://xinjignxiao.com/en/articles/manufacturers-and-salesmen-who-only-push-inventory-why-are-you-still-com-50f7a1c8.md" original_source: "https://mp.weixin.qq.com/s/N81a956GJbI2twxRD4E56A" translation: "https://xinjignxiao.com/zh/articles/%E5%8F%AA%E4%BC%9A%E5%8E%8B%E8%B4%A7%E7%9A%84%E5%8E%82%E5%AE%B6%E5%92%8C%E4%B8%9A%E5%8A%A1%E5%91%98-%E4%BD%A0%E8%BF%98%E6%9D%A5%E6%88%91%E8%BF%99%E9%87%8C%E5%B9%B2%E5%98%9B-50f7a1c8.md" attribution: "New Distribution — https://xinjignxiao.com/en/articles/manufacturers-and-salesmen-who-only-push-inventory-why-are-you-still-com-50f7a1c8/" usage_policy: "https://xinjignxiao.com/ai-policy.txt" --- # Manufacturers and Salesmen Who Only Push Inventory: Why Are You Still Coming to Me? > A dealer who spent six years building a brand for a small company is forced to give it up because the new salesman constantly pressures him to stock more inventory, ignoring his market's decline and refusing to provide support. The story highlights the negative impact of unqualified salesmen and the importance of not relying solely on one product or partner. Author | Old Cat Source | Daily Agricultural Materials Today, a fellow cat friend said he gave up a company and brand he had worked with for six years. Six years! He had put so much effort into it and had already made the product quite successful locally. It was really hard to let go, but he had no choice. The new salesman from this company was squeezing him dry. When he first took on this company's product, the company was still small. He took it on because the old salesman was knowledgeable, good at promoting products, and honest. After taking it on, the salesman diligently helped with promotion and planning. Within two years, the small company's product became well-known, and of course, he also made money from it. So he was always grateful to that salesman and the company. However, after two years, that salesman left the company. After that, the company's salesmen began to rotate frequently. Almost no salesman stayed with his account for more than a year; some didn't even last a month before they were no longer responsible for him. Not to mention helping with product activities—they basically just came to check inventory and left. Some salesmen didn't even come at all, just called to urge payment and shipment. But because the early foundation was solid and he was very dedicated to the product, he managed to keep doing well. The salesmen didn't force too much inventory on him. Until this damn salesman took over his account. Because the product had been around for a long time without updates, sales had already started to decline. And this new salesman was very aggressive, constantly pushing inventory without any reason, never thinking about organizing activities, just pushing inventory. Every time he came, he would intimidate him indirectly, saying that if he didn't ship goods, the market would be taken away from him. He had worked hard to build this market. Although sales were declining, the volume was still considerable, and most of his annual profit came from this product. So he was reluctant to give it up. Every time the salesman threatened him, he would order some goods. Now, the warehouse is so full that he probably won't be able to sell it all by this time next year. And the salesman is still pushing more inventory. Seeing the warehouse full of stock, and with this year's market being bad anyway, he worried that he would eventually fail because of this product. So he discussed with the salesman whether they could slow down, or maybe organize some activities this year with company support. But unexpectedly, the salesman said there was no way—the company had assigned him a sales target, and if he didn't meet it, he wouldn't get paid. So he hoped the dealer could take more stock. If not, the salesman would find someone else to take it to meet his quota. For some reason, looking at this salesman, he suddenly felt disgusted. Since taking over his account nearly a year ago, the salesman had never helped him with any activities, never accompanied him to visit customers, only pushed inventory. He knew the dealer didn't have many products and mainly relied on this one, so he used that to threaten him. The salesman felt he had a grip on his lifeline and kept blackmailing him. Now he was almost crushed by this product and the salesman, yet the salesman showed no understanding, only caring about his own performance. If this continued, his business would eventually be ruined, so he might as well quit. So he told the salesman that if it really didn't work, he would stop carrying the product. But there was so much stock in the warehouse, some even near expiration. He suggested the factory take it back, or wait until he sold it all and then the salesman could find other customers. Actually, this was a delaying tactic, hoping the salesman would understand his difficulties. Who knew the salesman would immediately find a new customer to ship goods to without a word. He had no choice but to prepare to sell the warehouse stock at a loss. This cat friend was very sad, but the good thing was that he had a positive attitude. He realized that this setback taught him a lesson about his previous business methods—he shouldn't rely on just one product; he should diversify his options. However, he still couldn't understand why the later salesmen were unwilling to support his business. Why did they only treat him as an ATM? I don't know why either. Maybe it's related to the company's system and strategy. Who knows? But at least these events tell us that we really can't rely on others for our business. This story also shows us how much impact a good salesman versus a bad one can have on your business. These days, companies should pay attention to the quality of their salesmen. Unqualified salesmen might think: if you crush a dealer, find another one; if you ruin a brand, launch a new one. But companies should know that salesmen can switch companies after ruining a business, but your company needs to build a long-term market. Additionally, if dealers encounter such salesmen, they must be cautious in cooperation. Because if a dealer is gone, you can switch dealers; if a brand is gone, you can switch brands; even if a company is gone, you can switch companies. But for you, the dealer, if the product is gone, your channels and network might also be lost. If you have already encountered such a salesman and are cooperating, and are still being pressured to stock up, I suggest you take decisive measures and find a way out for yourself. Blind tolerance and compromise won't solve the problem. You must become strong yourself. Cooperation should be win-win. If you are being squeezed dry and almost killed, but the salesman or company is making money, then such cooperation is not worth it! Have you encountered a similar salesman? How did you handle it? Welcome to leave a message in the comment section to discuss solutions with us. -END- --- ## Copyright and AI use This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL. Contact: zhaobo258@gmail.com · +86 158 5481 7671