Profit is the core of business operations and the most concerning issue for distributors. Every distributor tries to make their products popular, sustain business growth, and achieve profitability. However, in actual operations, many things fall short, and most distributors face the dilemma of stagnant sales. Management capabilities are insufficient, team cohesion is weak, there are no good products, salespeople are not proactive—each distributor gives a different answer. When we face a difficult situation that is hard to resolve temporarily, we need to think from a comprehensive perspective about where the problem lies. From the perspective of the operator Many distributors are constrained by their superiors, making it difficult to carry out their work. In the internet field, there is a saying: the boss is the ceiling of enterprise development. The boss's behavior and attitude towards employing people determine the speed and scale of enterprise development. So if a distributor's sales have been stagnant, you can carefully observe whether your boss has the following situations in managing the team. At the same time, as a team manager, distributors should also avoid making similar mistakes.

  1. Nepotism For managers of enterprises and teams, they often employ their relatives due to personal connections or selfish motives. On the surface, this approach avoids worries about employees leaving easily or leaking company information, but it is detrimental to the healthy and long-term development of the enterprise.
  2. Relying on old employees There is a very interesting phenomenon: the core employees that bosses and distributors rely on are basically old faces in the team, and some enterprises have not had a new person join for several years. However, when problems arise, the first reaction of old employees is to complain about the source of the problem. They have stayed in a familiar environment for too long and have developed inertia. New employees, on the other hand, tend to proactively think about solutions because they need to prove their abilities to leaders and grow quickly. Therefore, when leaders employ people, they should ensure there is enough fresh blood in the team to invigorate the atmosphere and let the enterprise flourish. From the perspective of the product A good product is the core of an enterprise's survival and development. Looking at products on the market, those that sell well meet two characteristics: 1. The product is the first in the industry; 2. The product is the only one in the industry. The so-called first in the industry means that this product created a market for a certain category, and people are always impressed by the first brand to make a name for itself, such as the well-known Xiangpiaopiao. The only one in the industry does not mean that there can only be one product in a certain industry; that is unrealistic. This phrase means that the product must have unique selling points that other similar products cannot replace. Therefore, when distributors choose products to represent, they must ask themselves two questions: first, "Is the product's brand already well-known to consumers?" and second, "Does the product I represent have unique characteristics?" Summary of four characteristics for distributors to judge product features: · Unique raw materials and functions; · Innovative core technology; · Recognizable packaging; · Unique product shape. When creating product selling points, there are several misconceptions that must not be made. First, the selling point is too exaggerated. For example, with milk products, if some red dates, oats, or walnuts are added, and they are marketed with slogans like "health" and "intelligence," people may recognize the value of milk, but they will never believe that just drinking milk will improve their health or make them smarter. They will only be annoyed by such exaggerated marketing. Second, copying the selling points of well-known brands. Take the example of pickled cabbage instant noodles. This flavor has been around for many years, and it is definitely not only "Uni-President" that makes it. But because Uni-President's advertising at the time was deeply ingrained in people's minds, people only remember "Wang Han" and the product he endorsed. Other brands following this selling point will find it hard to break through in the market. Third, the product quality does not match the selling point. No matter how much manufacturers praise their products in promotion, if people find that the product quality is poor after purchase, the enterprise will never be able to recover its reputation and that of the product. From the perspective of the market When distributors choose products to represent, they must consider whether to choose a large category or a small category. Taking the beverage industry as an example, large categories refer to products with large market capacity, such as cola, water, and milk. People's demand is stable, and market fluctuations are unlikely. However, these products also carry certain agency risks: fierce competition among peers, stable but slow-growing demand. Small categories refer to products with less consumer demand, such as plant protein drinks and tomato juice drinks. These products may temporarily explode in the market due to manufacturers' marketing, but the market space for small categories is limited after all, and after the explosion period, they may face the bleak situation of being rarely asked about. From the perspective of management Previously, I analyzed an article from the magazine "GQ" titled "This Is How I Lost My Job," which described a common dilemma faced by managers: the work done by a team of several or a dozen employees is not as good as what the manager could do alone, and by the time they teach subordinates how to do things, they could have finished the work themselves. Sales are not increasing, and labor costs are getting higher. But after all, the efficiency of information transmission between people is limited. When a boss wants to do something, after passing it down, subordinates may only understand 80%. Therefore, to improve team efficiency, one cannot just blame subordinates. Distributors should also look for reasons in their own management methods: have they let employees see what they can get after achieving the team's sales goals, making employees feel that they are working for themselves? So, it is suggested that distributors who want to grow bigger and stronger should learn some management knowledge. If they don't have time to read books, they can also hire professional trainers for a small and quick training. To do a good job, one must first sharpen one's tools. Only by better managing subordinates and offloading trivial matters can distributors have more energy to focus on business matters. -END-