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When products aren't selling, what to do? Many companies deploy staff and run numerous activities at the terminal. Suggestion: From the company's macro-control perspective, the purpose of terminal CP activities is not how much is sold on-site, but whether the channel structure changes after the activity—whether the terminal improves display position, display area, signs various volume/exclusivity/franchise agreements... Changing the channel structure and forming a sales "position" makes national terminal promotions meaningful.
Unbelievable mistakes keep repeating: Companies assess terminal sales reps on process indicators like "signed agreement stores," "model stores established," "new product distribution"... Often they assess "new additions in the current month"—resulting in reps adding 15 new stores for new products but losing 18 old stores simultaneously... "Assess existing stock, not increments." Such a simple mistake, yet I see many companies making it. Strange.
A friend who is a distributor called, complaining about losing millions a year distributing an unknown beverage. Actually, this isn't an operational capability issue. In first-tier cities and mature industries, consumers increasingly choose branded products. The underdog story—relying on channel performance to change consumer buying behavior and build a brand—only happens in third- and fourth-tier cities and immature industries. Manufacturers choosing markets and distributors choosing products cannot go against the macro trend.
When companies promote a new management project—promoting core products, focusing on key opportunity stores, key towns, model stores...—they often have a habit: "Expenses can be spent, but if tasks aren't completed, they won't be reimbursed (or only partially)." They open a door in front and immediately lock it behind. As a result, distributors and managers recall the painful history of being "shaken," and then... nothing happens. If you truly want to promote this project, don't play these petty tricks.
After hearing my lecture on "getting distributors to add staff and vehicles," a company went back and made a fuss... tragedy. Before forcing distributors to add staff and vehicles, it's best to first help them adjust product structure, combat cross-region dumping to stabilize prices, and provide expenses to help them develop opportunity outlets... Once distributors taste the sweetness and gain confidence, and see a vision, then push them to add staff and vehicles. Otherwise, who's fooling whom? Everyone grabs the bigger bun.
I've noticed a "headquarters effect": Many people, when working as frontline managers, often curse headquarters leaders for being autocratic, out of touch, and unrealistic... with all sorts of grievances. But once this guy "ascends" to a headquarters leadership position, he loves meetings even more than his predecessor. Getting him to go to the market is harder than sending him to hell. Actually, going to the market keeps you grounded. Whether you go or not, the answer is there. Chatting in the office is self-deception.
Even the worst-performing companies have bright spots (e.g., a successful promotion in one region, or high sales in some overlooked terminals). From the company's perspective, it's essential to evaluate whether these bright spots can be replicated. Turning regional opportunities into company-wide growth methods and implementing them effectively—this logic applies to almost all companies. In reality, every company has bright spots, but few know how to expand and replicate them.
On the eighth day of the New Year, I went to terminals and observed the market. Many major brands are still out of stock, with no sales reps visiting to replenish. Reminder: 1. The New Year spirit hasn't faded; implement daily sales task rewards/penalties or ranking rewards/penalties for terminal reps (including distributor staff) to get them back into gear. 2. Manufacturer supervisors and reps should accompany distributor vehicles to visit the market, urge replenishment, and act as a catalyst. 3. Schools open in a few days; rush to sign various sales agreements with campus stores.
This article is compiled from Teacher Wei Qing's Sina Weibo.
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