Smartly Exploiting Loopholes Ordinary salespeople explain policies; excellent salespeople interpret policies. A one-word difference leads to vastly different practical results.
When bottled drinking water was just emerging in Shenzhen and other first-tier cities, to attract customers, Company Y launched a promotional scheme offering free water tickets with newspaper subscriptions (delivery personnel would include free water tickets when delivering newspapers), with distributors delivering to customers for a 2 yuan per barrel service fee (as noted on the ticket).
The scheme was novel, but compared to the retail profit of over ten yuan per barrel, distributors were unmoved by the 2 yuan service fee. Delivering a barrel of water only earned 2 yuan, barely covering the delivery person's labor, so there was little incentive. The scheme hit a red light: distributors refused to deliver, and customer complaints poured in.
However, in one area managed by Supervisor Li, distributors were exceptionally cooperative and even competed to deliver. It was later discovered that he had grasped and interpreted the policy extremely well, allowing distributors to benefit from it:
- Although delivery wasn't profitable, it provided an opportunity to expand the customer base;
- Cooperating with the policy showed support for the company, which could lead to preferential resources in the future, and the company could assist in coordinating with newspaper station managers or distributors;
- The core content of the policy couldn't be made clear to all distributors in a short time; otherwise, it wouldn't be a resource, wouldn't be attractive, and couldn't control distributors, which would seriously affect policy implementation.
This is an interpretation from another angle: Usually, when you have salespeople do door-to-door visits or distribute flyers, doesn't that also require labor costs? Moreover, often you can't enter buildings for door-to-door visits, and flyers are ignored, resulting in poor results. Now the company is specifically running promotions to help you develop effective customers, allowing target user groups to contact you directly. What was previously "impossible" becomes "anything is possible" through your one delivery.
Business seeks profit, and distributors found this reasoning convincing, so they actively cooperated.
Sure enough, through this free delivery, distributors indeed developed many new customers—some from referrals by old customers, some switching brands, some repurchasing, etc. This subsequent sweetness further boosted distributors' motivation to cooperate.
At the same time, the third point in Supervisor Li's policy analysis—knowledge selectively shared with some valuable distributors—was particularly advantageous for distributors' flexibility. Why?
Because this promotional scheme required coordination with newspaper distribution stations. When dealing with distributors, Li learned a piece of information: the distributors didn't deliver all water tickets to customers.
These high-performing distributors could obtain water tickets from the distributors, each ticket equating to an extra free barrel of water. With this tip, distributors understood and became obedient, working diligently. They cooperated fully with the distributors and actively provided good service to customers in their areas.
Later, when other distributors gradually learned the trick, the company introduced supplementary policies to quickly close the loophole.
The newer the policy, the more "holes" it typically has; those who get the first-mover advantage gain the market. You might think Supervisor Li was being opportunistic and harming company interests, but compared to areas where the new scheme was poorly promoted or ignored, Li's area thrived.
Moreover, we shouldn't always overestimate our own intelligence. Think about it: for such a large campaign, the planners would have made the following judgments in advance: the total number of water tickets to be given away, the delivery rate during distribution, the loss rate in intermediate links, and the final usage rate of the tickets.
They have already made trade-offs between pros and cons. Can you really determine whether this "space" is a designer's mistake or intentionally left as a reward for smart salespeople and actively cooperating distributors?
Ordinary and excellent, like the difference between a warrior and a master, often lies in the details. Although times create heroes, those who become heroes are often prepared.
Using the Fox's Authority for Management When a fox has a tiger by its side, even elephants show it respect.
At appropriate times, inviting or finding ways to bring your superior along to visit the market together can be very effective in establishing your authority. This is because distributors often judge your position and influence in the company based on the closeness of your relationship with your direct superior. Having someone in power helps; every distributor is willing to deal with a favorite of management.
However, we often fall into two misconceptions: some think the more time spent with leaders in the market, the better; others think the opposite, viewing it as flattery or "being with the king is like being with a tiger."
The former leads distributors to think you don't do real work and are just a "three-P youth" (pimping, patting, and praising). The latter leads distributors to think you're a fool who works hard but is "without foundation, position, or influence" in the company—a "three-no salesperson."
The most appropriate approach is to invite leaders to visit the market with you at specific times: early in market development, mid-term in market management, and later in market maintenance.
Market Development Phase: Choose two or three medium-to-large distributors who are ready to sign, and let your leader "guide" them. Provide him with 80% of the cooperation details, and especially emphasize that they are eager to meet him.
The benefits: First, it increases distributors' psychological satisfaction of being valued, establishing their willingness to cooperate. Second, closing deals with several distributors in one go gives your leader a sense of achievement as a closer. Third, it lets the leader understand your work—that you are diligent and effective.
Market Management Mid-Phase: To increase sales and improve performance, key distributors need special support. At this stage, choose distributors who have a certain sales scale, have had little contact with the leader, and need special support in market development. Of course, they should also have heard good things about the leader and have a good relationship with you.
The benefits:
- The enthusiasm, respect, and attention distributors show the leader make him look good and feel proud;
- Distributors see that company leaders know them, indicating that you've done a lot of work for them and built them up; being valued is itself an honor;
- Difficulties directly reported by distributors can prompt the leader to consider adding special support to sales policies, which is more direct and effective than you constantly applying for policy changes.
Market Maintenance Phase: At this stage, distributors' enthusiasm wanes, laziness grows, and problem-solving becomes sluggish. It's also the most effective time for competitors to attack (usually starting with small and medium distributors). Most distributors need stimulation to reignite their drive.
At this time, focus on small and medium distributors, supplemented by large ones, especially newly joined distributors, and be sure to find reasons for your leader to step in.
The benefits:
- It sends a message to small and medium distributors that the company hasn't ignored them, indirectly countering competitor intrusion;
- It allows the leader to learn about competitors' general situation directly from small and medium distributors, providing market resources for you to apply for countermeasures.
The above "fox borrowing tiger's might" work done according to different market stages may seem self-serving, but more importantly, your achievements ultimately give both distributors and leaders a sense of participation. The three parties help each other, take what they need, overcome difficulties together, and ultimately enhance your status and positive image. Many sales supervisors have sales and results but lack authority, perhaps because they lack this skill?
"Pounding Your Chest" in Sales The "three-pats" sales approach—patting your head (making decisions arbitrarily), patting your chest (making promises), and patting your backside (shirking responsibility)—once had a glorious sales history. As marketing becomes more professional, rationality and objectivity have become the main themes, and the "three-pats" approach has been pushed off the mainstream stage.
However, no matter how sales evolves or how much the level of salespeople improves, the courage of the "three-pats" cannot be lacking; it should even be moderately promoted. It reflects sales passion, which is always the fire of salespeople and the source of sales miracles.
A few years ago, when I was the South China Regional Manager at Company D, there was a regional manager in the Guangzhou area who was highly valued by the company's general manager, and I also recognized him. One important reason he was so valued was that at every sales meeting, when it came to sales volume and new product promotion matters, he was always the first to stand up and express determination and support, even though other regional heads had higher incomes and seniority.
Many colleagues privately mocked him as foolish, attention-seeking, and brainless. But on the contrary, this type of salesperson is truly wise and excellent because he clearly understands the importance of spirit, attitude, cooperation, and execution in the entire sales process.
Although he gave the impression of "three-pats," in action, he put in no less effort than others, his methods were not clumsy, and he always executed policies without hesitation.
I kept thinking about the deep value of this "three-pats" approach in sales:
First, his courage gave me face, and because he always played a leading role, his region often became a model with demonstration effects, which was invaluable for the full implementation of new policies. So in practice, I naturally tilted my personal resources and policies toward him.
Second, the general manager felt that someone was strongly supporting the policy, which made him look good. He would privately instruct me to give him more support, and even personally arrange resources for him.
Third, superiors at different levels gave him attention, support, and recognition, which in turn became a whip behind him. Being valued, confidence, self-fulfillment... these spiritual forces eventually transformed into his fighting spirit and action.
Facts proved that although he was the one "pounding his chest," under his leadership, three or even more people actually took action.
Admittedly, he received more resources than other salespeople, but I don't think it was unfair. On the contrary, he earned his "momentum" through his own efforts, and the resulting reasonable "unfairness" is exactly what we desperately hope for in sales management.
I often reflect: after years in management roles, "being sophisticated" seems to be a highly praised attitude. In front of superiors, we dare not make promises or only nod and agree, fearing we won't be able to fulfill them and end up embarrassed. Isn't this a sign of being too experienced but lacking passion?
Daring to make commitments requires courage and wisdom. Salespeople expanding territories and charging into battle need constant encouragement from leaders and teams. Similarly, our leaders bear greater pressure and need confidence and support from subordinates. Moderate commitment is the best cooperation and feedback for them.
In most cases, confidence and encouragement are mutual. When both superiors and subordinates have confidence and courage, it boosts team morale and atmosphere, and also enhances leaders' management confidence and foundation. With that, how can the company's marketing fail to conquer territories?
Conversely, when our leader stands on stage in front of many distributors, with the boss's stern expression, radiating passion and making solemn promises, if our direct subordinates don't even respond, how long can his passion last? And how can we expect team victory?
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