---
title: "Practical Guide for Salesmen in Township Distribution: 8 Key Points for Development, 8 Steps for Distribution"
description: "With a population of over 1.3 billion, of which 900 million are rural residents (70% of the total), the rural market in China holds immense potential, akin to a vast treasure awaiting exploration. The new era has spurred the growth of China's new rural economy, significantly boosting farmers' income and consumption demand. The resurgence of the rural market has opened up broader development opportunities for enterprises. How to enter township markets and capture a share of rural development is an urgent issue. Rather than envying fish in the deep water, it's better to retreat and weave a net. After thorough research of all weak county and township markets, a systematic township market development plan has been proposed, following the four-step approach of 'building a team, setting standards, creating models, and ensuring implementation,' to foster a healthy, harmonious, and sustainable development of township markets. Below, we share an example of a brand distributor's development of a township market, and welcome your feedback."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2018-03-26"
language: "en"
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# Practical Guide for Salesmen in Township Distribution: 8 Key Points for Development, 8 Steps for Distribution

> With a population of over 1.3 billion, of which 900 million are rural residents (70% of the total), the rural market in China holds immense potential, akin to a vast treasure awaiting exploration. The new era has spurred the growth of China's new rural economy, significantly boosting farmers' income and consumption demand. The resurgence of the rural market has opened up broader development opportunities for enterprises. How to enter township markets and capture a share of rural development is an urgent issue. Rather than envying fish in the deep water, it's better to retreat and weave a net. After thorough research of all weak county and township markets, a systematic township market development plan has been proposed, following the four-step approach of 'building a team, setting standards, creating models, and ensuring implementation,' to foster a healthy, harmonious, and sustainable development of township markets. Below, we share an example of a brand distributor's development of a township market, and welcome your feedback.

Currently, China has a population of over 1.3 billion, with rural residents exceeding 900 million, accounting for 70% of the total. The rural market holds enormous potential, akin to a vast treasure awaiting our exploration. The new era has given rise to the vigorous development of China's new rural economy, with farmers' economic income and consumption demand significantly increasing. The resurgence and rise of the rural market have undoubtedly opened up a broader blue ocean for many enterprises to enter the rural market.
**How to enter township markets and capture a share of rural market development is an urgent issue we face.** Rather than envying fish in the deep water, it's better to retreat and weave a net. After carefully researching all weak county and township markets in the region, and following the four-step approach of 'building a team, setting standards, creating models, and ensuring implementation,' we have systematically proposed a township market development plan to foster a healthy, harmonious, and sustainable development of township markets. Below, we share an example of a brand distributor's development of a township market, and welcome your feedback.
**I. Building a Team: Forming 'Dedicated Vehicles, Dedicated Personnel, and Professional Assessment'**
1. For a market to develop healthily and sustainably, a professional and stable sales team is indispensable. Given the actual conditions of the township market, a certain trading company invested 5 salesmen and 3 vehicles, with a reasonable division of labor. The market governs 20 townships, bisected by National Highway 320. Using this highway as the boundary, we assigned one distribution vehicle to each side, while the county town was designated as a separate area, with one full-time staff member responsible for self-built and special channels. This formed a management model with clear division of labor and accountability.
2. With dedicated personnel and vehicles, and the combination of customers and salesmen, we formulated the 'Salesman Salary Assessment Plan,' implementing the management principles of 'more work, more pay; distribution according to work; and heavy rewards for new products.' With progress checks every five days, meetings every ten days, and monthly assessments, the enthusiasm and combat effectiveness of the salesmen were greatly enhanced.
**II. Implementing the '8 Key Points for County and Township Market Development' to Achieve a New Situation in Township Development**
1. Previously, the company issued several standards, but the results were not obvious, and this market was no exception. Why? It's like time: when people wear one watch, they can determine the time, but with two watches, they become confused. Therefore, there can only be one standard for market operations, and only by adhering to this standard over the long term can we achieve twice the results with half the effort.
2. Standards are important, but setting them is even more crucial. 'Water has no fixed form, and markets have no fixed trend.' To set the standards for township market operations, we visited all weak county and township markets and then formulated the programmatic and typical '8 Key Points for County and Township Market Development,' which pointed the direction for the township development of this market. The owner and salesmen of the trading company, after studying this plan, were filled with confidence and high morale. Here is a rhyme:
(1) Assessment with dedicated vehicles and personnel is essential, otherwise development is hard to achieve.
(2) The boss's inspection is key; without it, chaos ensues.
(3) Product construction follows the 6-10 rule; differentiated products are the most profitable.
(4) Model markets follow the six-three rule; building the network cannot be delayed.
(5) Market distribution follows eight steps; honest management ensures long-term success.
(6) Boxes and shelves should be visible at the entrance; long-term persistence is the real challenge.
(7) Products must be fresh and prices stable; any violation incurs a fine of one thousand.
(8) Self-built channels should be valued; after a year, all will smile.
**Note:**
**Product construction 6-10 rule:** Each township market terminal store should stock at least 6 varieties, and stores with two rooms should stock at least 10 varieties.
**Model market six-three rule:** At the county level, at least 3 model farmers' markets, 30% of model townships, and in each township, 3 model supermarkets, 3 model wholesale points, 3 sausage grilling machines, and 3 grilling pans.
3. Sales personnel strictly implement the '8 Steps for Customer and Salesman Market Distribution' formulated by the office: **1 Look, 2 Discuss, 3 Pressure, 4 Unload, 5 Arrange, 6 Collect, 7 Record, 8 Settle accounts.** The township market has achieved a new situation of diversified terminal varieties, maximized shelf space, unified prices, fresh dates, and harmonious customer relations.
**1) Look:** Upon entering each store, after greeting the owner, the salesman first checks the product display, ensuring products are neatly arranged, not out of stock, and free from near-expiry or expired items.
**2) Discuss:** Discuss with the terminal owner about new product placement and replenishing stock, while also having the owner taste new products and provide feedback.
**3) Pressure:** If the terminal customer also operates competing products or is a high-volume seller, consider how to encourage the owner to stock more of our Shuanghui products, aiming to occupy terminal inventory and squeeze out competitors.
**4) Unload:** After communicating with the terminal owner, unloading can begin. Handle products with care to avoid damage and loss.
**5) Arrange:** When arranging products, follow Shuanghui's display principles: new products in front, double-row display; bagged products on top, single items below, with vertical display.
**6) Collect:** Count and collect products with quality issues or near-expiry/expired products.
**7) Record:** Keep a notebook to record the terminal owner's opinions and other details.
**8) Settle accounts:** The final step is to issue the invoice and settle accounts, then bid farewell to the terminal owner, completing the distribution work for that terminal store.
**III. Creating Models: 'The Power of Example is Infinite'**
This market has 20 townships, each with 1-3 terminals with relatively large area or sales volume. Doing well in these 1-3 terminal stores will set a learning example for other terminals in the township. Therefore, creating model stores is particularly important. When creating township market model stores, we follow three principles.
**1. Rectification must bring improvement.** After rectification, the standard must be raised, whether in terms of variety, shelf space, or image, to a level that competitors cannot surpass, making them lose confidence and retreat.
**2. Rectification requires investment.** Each image store should be invested with at least one shelf, and all products should be displayed in display boxes.
**3. Rectification must be consolidated.** After the image store is rectified, it must be maintained over the long term, avoiding the pitfall of working in fits and starts.
**IV. Ensuring Implementation: Strong Execution – A Powerful Weapon for County and Township Development**
Ensuring implementation means executing effectively. Execution is the ability to turn ideas into actions and actions into results, thereby completing tasks with quality and quantity. For an enterprise, no matter how great the goals and concepts, or how perfect the operational plans, if they cannot be strongly executed, they remain mere paper talk. To implement the office's county and township development plan, this market adopted the following four methods for supervision and execution.
1. Every morning, salesmen report to the manager on the previous day's township market development progress, achievements, and problems.
2. Every 5 days, a collective sales meeting is held to brainstorm and solve difficulties in township market development.
3. Every 10 days, a township market development progress table is issued, so each salesman knows their work progress, fostering a competitive atmosphere of 'compare, learn, catch up, help, and surpass.'
4. At the end of each month, the monthly township market development progress assessment is announced, rewarding the advanced and spurring the backward.
'Heaven rewards the diligent.' Through the unremitting efforts of the two teams, the county and township market development achieved a staged victory, with annual sales increasing by 31%.
**Finally, let's share the 'Five Do's' spirit of this trading company, to encourage each other:**
**Do simple work repeatedly,**
**Do repeated work persistently,**
**Doing what you're unwilling to do is called breakthrough,**
**Doing what you dare not do is called innovation,**
**Doing what you cannot do is called change.**
Source: Maicang (ID: MMC3366)
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