--- title: "Marketing Guru Weibo Selection - Wei Qing" description: "This article compiles insights from Wei Qing's Weibo on deep distribution, dealer management, and marketing strategies, covering topics such as route planning for sales reps, dealer cooperation, and promotion tactics." author: "魏庆" publisher: "New Distribution" email: "zhaobo258@gmail.com" telephone: "+8615854817671" published: "2014-05-29" language: "en" canonical: "https://xinjignxiao.com/en/articles/marketing-guru-weibo-selection-wei-qing-bd141d47/" markdown: "https://xinjignxiao.com/en/articles/marketing-guru-weibo-selection-wei-qing-bd141d47.md" original_source: "https://mp.weixin.qq.com/s/bZILMWVqWsCv92oWuvvwCQ" translation: "https://xinjignxiao.com/zh/articles/%E8%90%A5%E9%94%80%E7%89%9B%E4%BA%BA%E5%BE%AE%E5%8D%9A%E7%B2%BE%E9%80%89-%E9%AD%8F%E5%BA%86%E7%AF%87-bd141d47.md" attribution: "New Distribution — https://xinjignxiao.com/en/articles/marketing-guru-weibo-selection-wei-qing-bd141d47/" usage_policy: "https://xinjignxiao.com/ai-policy.txt" --- # Marketing Guru Weibo Selection - Wei Qing > This article compiles insights from Wei Qing's Weibo on deep distribution, dealer management, and marketing strategies, covering topics such as route planning for sales reps, dealer cooperation, and promotion tactics. **Tip: Click the blue text above to follow "FMCG Dealer Professional Consulting" for more marketing and dealer internal management content.** 1. How should deep distribution terminal sales rep routes be divided? Should one rep be assigned to a fixed area, or should reps collectively visit a zone and then subdivide individual routes? It seems simple, but it determines the success of deep distribution. Fixed-area assignment makes reps lazy (they might finish two days' work in one day and take a day off), and dealer delivery and supervisor inspection routes multiply, leading to daily city-wide tours... Unfortunately, these hard-learned lessons are gradually being forgotten. 2. A dealer complained about the "professional managers" he hired: 1. Lazy: they don't go to the front line to work with staff or conduct inspections. 2. Slippery: they badmouth employees in front of the boss, but then tell employees, "I fought for these benefits for you." 3. Stupid: after one day in the field with staff, they complain endlessly. What do you expect employees to think? 4. Vicious: they unite old employees to oust new ones—instigating that new employees will take over their territory. Manufacturers want dealers to transform from "mom-and-pop shops" into teams with corporate management. First, elevate the dealer boss's level (professional manager systems only suit large dealers), provide profits and pressure, offer training to broaden their mindset, arrange visits to model dealers to build confidence, help dealers hire professional managers, and—get rid of unambitious complainers. 3. Every winter, beer and beverage industries enter the off-season, and dealers' common problem is "not proactively dispatching vehicles to visit terminals, but waiting at home for orders and deliveries." This inevitably loses many business opportunities, and some terminals stop stocking. This is a fatal flaw. In the off-season, you need to "cultivate the land" (maintain terminal activity, open new terminals, introduce new products) to harvest in the peak season. Help dealers review their terminal activity rates—you won't know until you calculate, and you'll be shocked! 4. The miserable deep distribution rep: Looking up: the company doesn't support, expenses aren't reimbursed, legacy issues aren't resolved, customers curse daily, many are fined, and no one solves problems; Looking back: dealers don't cooperate, don't deliver, don't offer credit. Looking forward: terminals place orders but can't get delivery, many legacy issues, price undercutting, and terminals are unfriendly. Looking left and right: selling little in stores, low wages like migrant workers, colleagues filling false reports... 5. The tragedy of deep distribution: Manufacturer staff count distribution rates, create route manuals and fill reports, reps post thousands of POPs, inspect terminal merchandising and score, manage price-undercutting terminals by attaching price tags, handle terminal complaints, manage terminal inventory with FIFO... Manufacturer terminal staff work meticulously, but in many dealers' eyes, this is "pointless busywork"—they don't know what they're doing, and a bunch of people work hard without selling anything! 6. In the first year of deep distribution, companies should adopt a "dual-track system"—the sales VP focuses on sales volume, while the project manager handles deep distribution pilots, team building, training, and replicating market rollout... Avoid "movement expansion": don't let the whole company focus on the "political task" of deep distribution while ignoring sales. With the dual-track system, use the "sales volume space" to buy "time" for deep distribution advancement. 7. Deep distribution should first leverage the dealer network. 1. Choose "cost-effective" areas: products can sell, there's a distribution base, prices aren't too chaotic, and the dealer has money, delivery capability, and willingness to cooperate. 2. The regional supervisor should first help the dealer with joint distribution. 3. Use methods like assessing the dealer's team and opening sub-distributors to increase distribution. 4. Promise the dealer that if distribution reaches a certain level, the manufacturer will send a team to help with deep distribution. 5. The manufacturer deploys people for deep distribution. 8. Some companies go crazy after training, requiring supervisors to inspect subordinates daily, and worse, inspections must be followed by rewards or penalties—meaning if you don't fine anyone, you're not inspecting well! Inspection becomes pure harassment, and supervisors turn into "urban management" officers: inspection is just foreplay; fines are the climax! This is extreme madness. In fact, supervisor inspections aren't meant to punish but to increase sales. Being extreme is risky; fines should be used cautiously! 9. Promotions should also match the company's strengths! Common types: 1. Discounts: suitable for companies with discount qualifications, like Shuanghui or P&G's 9.9 yuan specials (they have high-priced image products to support brand image and cost advantages). 2. Buy-one-get-one: companies with gift advantages, like Jinlongyu giving rice or Liby giving cleaning products (gifts are self-produced and related to the brand). 3. Lucky draws: labor-intensive, suitable for companies with strong ground execution, like supermarkets with dual promoters. 10. The best way to train new marketing staff is through internships. 1. New employees first intern in a "distribution shock team" with military-style management for collective distribution, quickly improving skills, and team operations have the lowest turnover. 2. Join a "terminal inspection team" to score markets, enhancing awareness and skills in terminal merchandising and knowing how to score points. 3. Before promotion to supervisor, intern in the sales management department to learn data analysis and manage markets through data. Internship mechanisms are more reliable than training. 11. When communicating with headquarters staff, they always say, "Frontline staff don't do terminal work seriously; they always coerce dealers to exchange expenses for sales." When communicating with frontline managers, they say, "The policies from above... we can't do anything..." My thoughts: 1. Headquarters should give frontline staff execution standards and reward/punish according to those standards, not expect them to innovate miracles. 2. Frontline staff shouldn't complain; no matter how difficult the market, there's always room for action. 12. When a strong brand launches a new product (especially a new category), should it use existing dealers or open new ones (assuming channel overlap)? I suggest using existing dealers initially. 1. New products lose money early on, and new dealers won't play along. 2. You can set policies like "if new product tasks aren't completed, deduct old product rebates" to incentivize. But in the long run, to make the new product strong, you need to split and open new dealers (or have existing dealers set up dedicated new product teams). 13. Some companies want to upgrade products and raise prices. Don't be blind: Are you aiming to stimulate new consumption?—Better to launch new products. Is it to increase channel profits?—Reference competitor prices and profits. Is it for brand positioning?—What consumer benefits support your price? Can you bear the risk of changing packaging before the new year? What if the new product doesn't sell well at the dealer conference? Do you plan to keep both the old and upgraded versions? How will old inventory be digested, and how will sales be transitioned... 14. Many dealers like vehicle sales because they think it's easy to manage. Wrong: 1. Vehicle sales with goods to terminals can't do detailed terminal work. 2. Vehicle sales have high costs, and empty runs are inevitable. 3. Vehicle sales are inefficient; searching for goods in the truck is troublesome, and often you have to return for restocking. 4. Vehicle sales are prone to corruption: intercepting gifts, privately raising prices, collecting customer payments and submitting fake IOUs... Dealer business upgrades ultimately require separating people from vehicles. (This article is excerpted from Wei Qing's Sina Weibo) -------------------------------------- **Like this article? Click the top right corner to share to your Moments;** About us: WeChat ID: FMCG Dealer Professional Consulting Management Account intro: 20 years of FMCG dealer operation and management experience, specializing in dealer internal management. Click the "Read Original" below to enter our micro-community for interaction and questions. 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