---
title: "Master These Three Steps and Seven Key Points, and Dealers Will Work Their Hearts Out for You! (Plus Five Thoughts on Dealer Management)"
description: "Ideas alone don't create value; execution is key. Define the plan, set standards, execute efficiently, and manage by objectives—details determine success. The next day, I presented the designed plan to Boss L, who simply said, \"Just tell me what to do—as long as we can do the market well and make money.\" Build an excellent sales team: grassroots salespeople's execution level determines market quality, and the key to breaking through is building a passionate and capable team. 1. Team motivation: gather dealers and salespeople to discuss market development and internal management issues, incorporate suggestions, recognize achievements, raise pay and commissions, and announce strong company support and ambitious market goals. After the meeting, the salespeople's listlessness vanished, replaced by eagerness."
author: "朱志明"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2017-01-15"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/ZkvwJKr4M-yrTfm5Iw60iA"
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---

# Master These Three Steps and Seven Key Points, and Dealers Will Work Their Hearts Out for You! (Plus Five Thoughts on Dealer Management)

> Ideas alone don't create value; execution is key. Define the plan, set standards, execute efficiently, and manage by objectives—details determine success. The next day, I presented the designed plan to Boss L, who simply said, "Just tell me what to do—as long as we can do the market well and make money." Build an excellent sales team: grassroots salespeople's execution level determines market quality, and the key to breaking through is building a passionate and capable team. 1. Team motivation: gather dealers and salespeople to discuss market development and internal management issues, incorporate suggestions, recognize achievements, raise pay and commissions, and announce strong company support and ambitious market goals. After the meeting, the salespeople's listlessness vanished, replaced by eagerness.

Ideas alone don't create value; execution is key. Define the plan, set standards, execute efficiently, and manage by objectives—details determine success.

The next day, I took the designed plan to Boss L, who simply said, "Just tell me what to do—as long as we can do the market well and make money."

**Build an Excellent Sales Team**

The execution level of grassroots salespeople determines the quality of market work. The key to breaking through the market is building a passionate and capable sales team.

* **1. Team Motivation**: Gather dealers and salespeople to discuss current market development and internal management issues. Incorporate many salespeople's suggestions, acknowledge their achievements, raise salaries and commissions, and decide to allocate a portion of market expenses as rewards for outstanding performance. Finally, I talked about the company's strong strength and upcoming aggressive local market development, aiming to become the local market's top brand. After the meeting, the salespeople's listlessness and lazy expressions vanished, replaced by eagerness.

* **2. Team Training**: Provide training on product knowledge, store-visit techniques, display standards, and customer relationship maintenance. "Sharpen the spear before battle"—let's polish the weapons first!

* **3. Lead by Example**: After a day of training, the salespeople seemed half-understanding. I knew there was a gap between theory and practice, and "standards" and "role models" are the best ways to achieve "unity of knowledge and action." So I personally took several salespeople to visit stores, restock, adjust displays, enhance in-store visibility, and negotiate with buyers. I told them that success cannot be copied, but successful experiences and methods should be referenced. Everyone must develop their own sales techniques based on the characteristics of the target, product selling points, and personal strengths.

* **4. Follow-up Guidance**: For newly trained salespeople, it's hard to digest training content immediately, so post-training follow-up guidance is crucial—correct mistakes and reinforce standards.

* **5. Practical Exercise**: You can't grow a towering tree in a greenhouse, nor can you cultivate an excellent salesperson in three days. Sales is a highly practical job; sales skills can only improve through real combat.

**Develop Feasible Promotion Plans**

Successful regional market development requires not only an excellent sales team but also scientific market strategy guidance and feasible promotion plans.

* **1. Segment Sales Channels**: KA hypermarkets, B-class chains, CD-class convenience stores, restaurants, hotels and guesthouses, nightlife venues, internet cafes, stations, cold drinks, campus stores, wholesale markets, township second-tier distributors, township direct-supply supermarkets, rural mom-and-pop stores, etc.

* **2. Collect and Organize Terminal Information**: Including customer profiles, consumer feedback, competitor information and promotions, current product status, consumption environment and trends, and analysis of competitive environment and landscape.

**Based on market research and competitive analysis, Boss L and I determined the following market breakthrough strategies:**

> **A.** Target key supermarkets in township markets with lower competitive pressure, invest heavily, create model stores, and attract strong township second-tier distributors.
>
> **B.** Quickly seize township markets, establish and improve township second-tier channels. In some townships, leverage higher product profits than competitors and the low loyalty of second-tier distributors to poach competitors' customers, achieving deep distribution.
>
> **C.** Establish incentive-based sales systems to encourage second-tier distributors to quickly enter rural markets, forming a "rural encirclement of cities" sales pattern.
>
> **D.** In urban markets, fight hard battles in channels with low entry barriers, low investment, and high returns, such as stations, campuses, internet cafes, cold drinks, breakfast, and fast food.
>
> **E.** Select some CD-class retail stores with good business and high sales volume to purchase special displays, create light boxes, store signs, etc., focusing on building community model stores, gradually increasing store coverage and survival rates. Ensure cash-on-delivery, displays superior to competitors, POP and other terminal promotional tools posted, regular route and cycle visits, and good service and customer relationships.
>
> **F.** Temporarily postpone investment in KA and hotel channels. "Put all eggs in one basket"—after achieving phased victories in other channels, with financial support and a stronger sales team, then compete with KA and competitors.

After determining the overall approach, Boss L and I then developed detailed promotion plans, execution schedules, and assessment methods.

**Motivate the Dealer**

After finalizing all plans, we did the math, and the dealer's face turned sour again! Such a large "system engineering"—the manufacturer's budget was a drop in the bucket, and the dealer didn't have enough working capital for stocking, hiring, promotions, and terminal credit.

At this point, I said nothing—"Even a clever housewife can't cook without rice." Boss L and his wife argued for a long time in the room. He came out red-faced, hesitated, gritted his teeth, and slapped the table: "I'm all in! I'll mortgage the house for a loan. Don't worry about funds. The key now is the success rate and when we'll recoup the investment. I'll follow your lead!" I said, "We've already analyzed these issues! Don't ask me again. The key now is whether you believe in yourself, dare to challenge yourself, and want to change your current business situation." The dealer didn't hesitate and squeezed out two words: "Let's fight!" I said, "Put yourself in a desperate situation to survive; this battle must be won!"

At the end of the month, I returned to the company, and the internal staff handed me the monthly sales report. When I saw HF's sales figure, I smiled—150,000, a 650% increase from last month, higher than half of last year's total sales. I immediately called Boss L to congratulate him, but reminded him that this volume was just moving goods from his warehouse to terminal shelves, not real sales! Boss L also said, "Yes! Many places are paying the first payment, and the second order is settled together. I'm under a lot of cash flow pressure now!" I said, "We must strike while the iron is hot. Promotions must keep up. Success or failure hinges on this."

Two months later, I saw the sales report: 150,000/130,000/180,000—HF's market foundation work was paying off.

**Thoughts on Dealer Management**

1. Reflecting on my dealer management experience, doing it well boils down to one sentence: **Attitude determines everything, thinking determines the way out, and details determine success.**

That is, use corporate culture to arm dealers' thinking, correct their attitudes, assist them in market planning and clarifying work approaches, help them improve management, train their sales teams, use sales profits and policies to motivate them to proactively do market work, supervise their implementation of company market policies and promotion plans, and use company market management regulations to manage and constrain them.

2. **To manage dealers well, don't constantly talk about "management."** Many dealers have more social experience, age, and personal achievements than us, and they care about face. So we can use alternative terms like "communication," "cooperation," and "win-win."

3. A reminder to all regional managers: **Don't just measure dealers by payment collection; first reflect on whether you've done your own job well.**

4. **Don't always stare at the "little money" in dealers' pockets; take a long-term view**—distributors, second-tier distributors, terminal customers. Only when consumers are willing to spend at the terminal will your payment collection be guaranteed!

5. **Do a good job of "Three Represents" and "One Unity"**: Represent the company's interests by completing sales tasks and market targets; represent dealers' interests by helping them make money; represent your own and salespeople's interests by exceeding sales targets and letting salespeople earn more. Unify the interests and resources of all three parties into specific market work.

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