A regional manager is someone who can plan, develop, manage, and strategize a regional market, lead the sales team to meet challenges, solve market problems, and achieve sales targets as planned according to company requirements. A problem market is one where market issues arise due to company policy or guidance errors, poor attitudes of market personnel, or wrong working methods. When market problems are not resolved promptly and effectively, they accumulate and turn the market into a problem market. The boss judges a regional manager by results: regardless of approach, the one who catches mice is a good cat. For problem markets, risks and opportunities coexist. If the regional manager fails to solve market problems within the boss's expected timeframe, the boss will treat the manager as a problem to be solved. But if the manager succeeds, the problem market becomes a springboard for promotion. Hua Ming (pseudonym) was hired by a well-known domestic daily chemical company and sent to L market, a notorious problem market, as regional manager. Hua Ming's principle is to be prepared. His first task was to visit the sales department to familiarize himself with company processes and understand the L market situation. He discovered that what was left for him was an unknown mess! Once the arrow is shot, there is no turning back; he had to cross the river by feeling the stones. Since the company and the previous manager could not provide him with L market data, Hua Ming had to quickly compile valuable first-hand information himself. This was the first test for him in L market. 1. Break down into parts: Hua Ming issued the first instruction to his six market department heads: within a specified time, organize market data as required and send it to Hua Ming's email.

  1. Fixed asset details, material usage, and gift inventory.
  2. Market development and terminal construction status, detailed information on each terminal customer.
  3. Annual promotion plans and current promotion schemes.
  4. Market expense details: expenses incurred this year, expenses under approval, expenses in use, approved but unused expenses, and expenses advanced by distributors. Distributor's initial stock amount.
  5. Distributor information and copies of distribution contracts. Understand the current cooperation status and existing problems.
  6. Work status of salespeople in each market, customer contract targets, collections and retail, task breakdown and completion.
  7. Promotion team size, positions, targets, assessment, recruitment, training status, etc. A chaotic market management is first reflected in the execution of salespeople. Hua Ming knew that if the salespeople in each market department could complete 60% of the work, they were already cooperating. At this point, Hua Ming had to endure and gradually build authority. 2. Measure the market with footsteps: Hua Ming spent over half a month, accompanied by market salespeople, visiting all distributors and sub-distributors and walking through all terminal stores, gaining true first-hand information about L market. 3. Killer move to collect and improve market data: Require all sales personnel in L market department to report to the office for work reports, and state that the report performance will be the basis for future promotions and salary increases. Report content:
  8. First half summary: (1) Achievement of sales collection targets and expense usage in the first half, with details and calculation of market expense ratio. (2) Analysis of category development in the region, evaluation and summary of new product promotion effects. (3) Development and management of distribution customers. (4) Flagship store construction, key retail customer management, effective outlet improvement, new store opening plans, etc. (5) Market department sales management: promoters, display, promotions, distribution (items, orders, inventory, etc.), price, profit, turnover, terminal construction, customer relationship maintenance, etc. (6) Personnel management and sales team building.
  9. Market competitor dynamics and countermeasures.
  10. Second half work plan: (1) How to ensure achievement of sales and other targets in the second half? (2) How to do well in new product promotion? (3) How to carry out optimization of distribution customers and effective outlets in the second half? (4) How to build a sales team and enhance execution and combat capability?
  11. Suggestions for L market department and company development? (covering all departments and areas)
  12. All reports must use PPT, each person's report time is 30 minutes. At this point, Hua Ming had a clear understanding of L market and began to break the deadlock. Hua Ming's three moves to break the market deadlock First move: Dissect the problem like a skilled butcher—clean up market issues. Without investigation, there is no right to speak. Discover problems, solve them with reason, benefit, and propriety, thereby driving market growth. Each of the six blocks had its own problems. For example, some salespeople did not have the company's interests at heart, thinking that since they couldn't get bonuses, they might as well work with distributors to inflate expenses. Many problems had been reported to the company multiple times but were not resolved, leading to passive work and low morale. Therefore... Materialist dialectics says: contradictions are everywhere, and internal contradictions are the fundamental driving force for the development of things. In the marketer's dictionary: market problems are everywhere, and they are the fundamental reason restricting market progress. A qualified regional manager must be good at investigating the market, discovering problems, and solving them with reason, benefit, and propriety, thereby driving market growth. 1. Four major problems in the sales team and solutions: 1. Existing problems:
  13. Incomplete staffing.
  14. Low morale and lack of cohesion—led by a sheep. Reason: The previous manager often spread negative remarks to salespeople and distributors—original words: "Don't even dream of bonuses; this year's tasks are impossible to complete, too high, you can't even see the end!" Also, the previous manager often disappeared, so salespeople and distributors couldn't find him when problems arose. His two catchphrases were "You figure it out yourselves!" and "What should we do about this?"
  15. Lack of communication, chaotic management, frequent violations of company rules—a group of Sun Wukongs without a headband. Because the previous manager liked to be a hands-off boss, letting salespeople do whatever they wanted, and lacked supervision, guidance, assessment, and training, all approvals and applications were not signed by the manager. This led to grassroots salespeople acting on feelings and experience, unclear about company rules, unfamiliar with company processes, unclear work goals, and unfulfilled job responsibilities. Some meant well but did harm, and it also provided a breeding ground for violations, so much so that the audit department listed XX market as a key protection target. Many salespeople in XX market had long tenure, rich experience, and outstanding abilities, but they were not well utilized. The key was to have a firm-belief "Tang Seng" to lead the team to "obtain scriptures."
  16. Lack of creativity and initiative—passive execution without reporting. The regional manager's indifference also fostered passive work. Many market promotion applications and approvals from March were not faxed to headquarters until May. There was no supervision on whether company instructions were implemented, and no one knew if work was actually done. A basic task had to be urged multiple times before execution. Hua Ming walked through XX market and found no salesperson filling out reports during store visits. Such work status seriously affected market progress. (2) Solutions
  17. Recruit and train: Hire excellent sales talents and provide training, and clean out those who are just going through the motions.
  18. Set rules: In response to chaotic management and low morale, define responsibilities for each position, establish market department management regulations and work processes tailored to local conditions, and clarify reward and punishment systems. (The company is a well-known domestic enterprise, yet grassroots employees were unclear about their job responsibilities.)
  19. Amnesty and clear mines: Dismissed the original market department manager for serious violations, and declared that as long as market heads follow processes and company rules, and bring existing problems to the table for discussion and rectification plans, past mistakes will not be pursued. As a result, market heads eagerly reported problems at sales meetings, and previously hidden issues were all exposed. This way, Hua Ming completed the mine-clearing work before market rectification.
  20. Kill the chicken to scare the monkeys: With swift action, canceled a distributor that seriously harmed company interests, heavily fined a distributor that falsely reported expenses, and fired over 20 promoters (some were falsely registered, some had second jobs, some were passive, some were unqualified, and even one who was over 8 months pregnant was still working in the mall). The market atmosphere improved, distributors saw that the company had sent a manager who gets things done and began to cooperate actively, and salespeople who had lost hope saw a glimmer of hope.
  21. Achieve the "four ones" on both sides. Require employees to: regularly report where they are, what they are doing, what they are thinking, and what they need, and rely on the team to solve problems. The regional manager must: know where each employee is, what they are doing, what they are thinking, and what they need, and provide timely work guidance.
  22. Lead by example: Be the director, coach, supervisor, soldier, and fire chief of the regional market.
  23. Four major problems in distributor team management:
  24. Not paying back collections:
  25. Sitting back and enjoying the benefits:
  26. Colluding with salespeople to falsely report expenses:
  27. Difficulties in county-level market development and distribution: (1. Problem: Why do distributors have small inventory but not pay back collections?
  28. It's not that distributors lack money, but that funds are occupied by other brands.
  29. To maintain minimal inventory, reduce capital occupation, lower operating costs, and ensure liquidity.
  30. Holding collections hostage to demand policies from the company.
  31. Sales profits are sufficient, but there is no carrot-and-stick collection policy: no reward for completing collections, no penalty for failing, so distributors are pushovers. Competitor insight: Their gross margin is low, but completing collection tasks earns monthly rebates of 2.5%, quarterly fuzzy bonuses, and annual rebates of 4%. If they fail to complete tasks for two months in a year, they lose distribution rights. So competitor distributors pay eagerly. Example: In T city, distributor of competitor LF shipped 300,000 yuan monthly, had inventory of over 800,000 yuan, and still paid LF 400,000 yuan, while A company's terminal products shipped 200,000 yuan monthly, but inventory was only 180,000 yuan, and they had no money to pay. This shows that distributors have neither motivation nor pressure to pay A company. Collections are more important than sales! If distributors don't pay, key stores face out-of-stocks, and promoters can't work without goods. Small distributor inventory also means no pressure to operate, leading to neglect of A brand and a free-rider attitude.
  32. Explain to distributors that market investment policies are based on collections; no collections, no investment. In the future, each market department must attach a note on minimum monthly collections and calculate expense ratio when applying for expenses.
  33. Give distributors a reasonable inventory standard: enough for 1-2 months of sales; if inventory falls below one month's turnover, they must restock.
  34. Prevent individual salespeople from not collecting in the first month and then collecting heavily in the second month to get bonuses.
  35. Set reasonable collection targets and pressure distributors: quarterly collection completion below 80% results in penalties, below 50% results in loss of distribution rights. Learn from Mengniu's three-stage rocket theory: distributors must collect, distribute, and maintain customer relationships; those who cannot adapt to new needs should be dropped. Market departments with poor collections should have a list of potential customers.
  36. Suggest the company adjust shipping policies appropriately, even if it means raising prices and converting to future rebates, to better attract distributor collections. A distributor with 300,000 yuan of goods in the warehouse versus 600,000 yuan has different motivation to promote A brand! In the second half of the year, L market aims to fill distributors' warehouses, never allow out-of-stocks, and not give distributors liquidity to "take concubines." (2) Distributors sitting back and enjoying benefits Existing problems:
  37. Distributors have no dedicated salespeople to follow up on A brand; only the company's salesperson works hard. Distributors only play a logistics role in terminal marketing.
  38. Some distributors even control company salespeople, demanding they hand over their salary cards, threatening to make them manage other brands.
  39. The company invested nearly 10,000 yuan in materials sent to the market department, but distributors still asked Hua Ming to sign off on installation fees of tens of yuan. Hua Ming believes these problems are spoiled by regional managers! Maximize use of distributor resources:
  40. Require distributors in XX market to provide office space and facilities for company resident salespeople and conduct daily attendance.
  41. In the future, large long-term expenses should be shared by distributors.
  42. Require each distributor to have dedicated salespeople to assist our sales representatives.
  43. Put sales pressure on distributors, making them worry about warehouse stock and proactively think about market development, guiding them to invest in customer relationships and plan local promotions, rather than sitting in offices complaining about high tasks and low support, leaving sales pressure to our salespeople alone. Also, do not allow distributors to bargain with the company over collections. Being a salesperson for A company requires a kind of dominance! (3) Distributors colluding with salespeople to falsely report expenses
  44. China is a society of relationships, and traditional distributors use various means to win over salespeople—dining, drinking, giving red envelopes, first building relationships then inflating expenses.
  45. Company supervision is weak, and some salespeople have bad intentions, colluding with distributors to inflate expenses. Example: A market had only 6 promoters but reported 10, three of whom were part-time for distributors. From April to June, actual retail was 130,000 yuan, but reported over 300,000 yuan, with market expenses up to 60,000 yuan. Where did the inflated sales come from? Of course, from cross-region dumping. D market also investigated false expense reporting: from April 2007 to June 2008, a supermarket only had 700 yuan/month for stack and pillar fees, but reported 1,400 yuan/month. Just this one store earned 9,800 yuan in market expenses over more than a year.
  46. If salespeople and distributors focus on inflating expenses, the economic loss to the company is secondary; the key is that the market is neglected, and cross-region dumping to boost sales disrupts the market. This must be severely cracked down on. (4) Difficulties in county-level market development and distribution. (Omitted) Others: promotion team building, terminal construction, brand promotion, expense management, etc. omitted. Second move: Build momentum—create a first-class sales team Under the company's correct development strategy, around XX market's annual sales tasks and stage goals, targeting current major market problems, integrate all available resources (distributor's people, money, goods, channel relationships; company's brand, advertising effects, market expenses, promotion plans, intellectual support; reasonably allocate sales team, promotion team, and stimulate work enthusiasm), and build a first-class sales team based on market demand. Hua Ming knew that the urgent task was to build a strong sales team; otherwise, even if he was capable, he couldn't do it alone. But what kind of sales team is first-class? How is a first-class sales team forged? Hua Ming's understanding of a first-class sales team:
  47. All team members have excellent business skills (barrel theory).
  48. Team members are loyal to the team and company, have clear responsibilities, division of labor and cooperation, and work toward a common vision under the leader's guidance. (Many hands make light work)
  49. Strict discipline, diligence, and dedication. (Execution capability)
  50. Only a team that achieves first-class performance is called a first-class sales team. (Regardless of approach, the one who catches mice is a good cat) For sales team building—attitude determines everything, thinking determines the way out, execution determines success or failure! From the above, to build a first-class sales team, the regional manager must play two roles: trainer and manager. 1. As a trainer, understand what an "excellent salesperson" is. Establish a "quality model for excellent salespeople," know each team member's strengths and weaknesses, divide work reasonably, and provide targeted training and guidance. Maintain salespeople's motivation—attitude adjustment Guide salespeople's direction—career planning Create an environment for growth—learning atmosphere The key to cultivating excellent salespeople—ability and skills Shape the traits of excellent salespeople—creative thinking Enhance salespeople's execution—diligence and dedication Help salespeople accumulate capital—channel relationships The foundation of excellent salespeople—performance management The embodiment of excellent salespeople—professionalism 2. Reasons for weak execution in the sales team: (1) Unclear responsibilities, just getting by. (No clear job responsibilities) (2) Unclear division of labor, three monks have no water to drink. (Extensive management, the trouble of eating from the same big pot) (3) Unclear rewards and punishments, optional to do or not. (Goody-goody style) (4) Unclear goals, no motivation. (Insufficient incentives) (5) Heavy hearts, not focused on work. (Insufficient care for employees) (6) Inability to achieve, wanting to do but not knowing how. (Insufficient training) (7) Unreasonable arrangements, wanting to do but unable. (Poor communication, working behind closed doors) ... A soldier is brave or not, but a general is brave or not; a nest of wasps! That is, what kind of leader leads what kind of soldiers.
  51. What kind of regional manager is needed to build a first-class sales team?
  52. Excellent business skills and rich work experience. As the saying goes, to forge iron, one must be strong—qualified to be the director, coach, vanguard, supervisor, and fire chief of the regional market.
  53. Positive, confident, and full of mission. The leader is the banner of the team; only if the leader has confidence will employees feel there is hope. The leader's style determines the team's culture.
  54. Care about employees' lives and be good at boosting morale.
  55. Clear rewards and punishments, upright. Be able to understand employees' difficulties while adhering to principles.
  56. Tolerant and open-minded, using talents without prejudice.
  57. Delegate appropriately, giving employees full room to develop. Some managers fear being abandoned by the company and fear employees surpassing or replacing them, so they keep all core business in their own hands, exhausting themselves and denying employees opportunities to grow.
  58. How can a regional manager lead a first-class sales team?
  59. Value talent recruitment and onboarding training, and leverage the mentoring role of experienced employees.
  60. Scientifically design team structure, size, and compensation system, and reasonably set sales targets and break down tasks.
  61. Manage people with systems, unite people with emotion, and build a good growth platform for each employee.
  62. Hold regular sales meetings to give the team a platform for reporting, communication, gap identification, experience sharing, and mutual learning.
  63. Develop "Daily Management Regulations for Sales Personnel" tailored to local conditions, clarify responsibilities at all levels, streamline work processes, and improve efficiency.
  64. Deeply explore highlights of each market department, cultivate their specialties, and hold on-site meetings in rotation to promote mutual learning. For example, if JN market department excels in promotion planning, hold a terminal promotion on-site meeting there this month; if TA market department excels in terminal image building, hold a terminal construction on-site meeting there next month.
  65. Strictly implement the reporting system, strengthen communication, provide timely feedback, and execute effectively.
  66. Create a unique team culture with a unified slogan. Hua Ming formulated the L market department slogan: Measure the market with footsteps, water the terminals with sweat Win trust with hard work, execute without discount Communication creates harmony, unity is strength Planning conquers terminals, negotiation reduces costs Management improves efficiency, team writes glory Third move: Sweep everything—set goals, strategies, requirements, find methods, integrate resources, and break the deadlock With flagship store construction as a breakthrough, focus on increasing single-store sales, develop blank markets as growth points, resolve conflicts between circulation and terminals to stabilize morale, rely on team building, and be guided by company policies to research and formulate a breakthrough plan for L market, lifting it from the predicament of a backward and problem market, and achieving the annual sales tasks assigned by the company.
  67. Integrate resources: Apply to the training department for professional trainers to systematically train nearly 100 promoters in this market department; invite terminal construction specialists to guide terminal construction in each market; communicate with the planning department to design local supermarket promotion plans; apply to the sales department for expense support and reasonable adjustment of sales targets.
  68. Only lacking the east wind: After more than a month of effort, Hua Ming saw that the salespeople's attitudes had adjusted, they were more diligent, and all resources were in place. Everything was ready; it was time to show their skills! What was the east wind? Hua Ming knew—salespeople cannot do well in the market with just enthusiasm + diligence + resources; the most critical link is advanced marketing thinking. Science and technology are the primary productive forces! Whether each market head has a clear goal, clear work thinking, and scientific market planning is the key to success or failure!
  69. Working behind closed doors: Hua Ming combined his work experience and current market status to write "L Market Three-Month Market Breakthrough Thinking." After holding a training meeting, Hua Ming required each market head to formulate a "Three-Month Market Breakthrough Plan" for their market within a specified time. Hold a marketing meeting: Three-month market breakthrough marketing meeting Work thinking: one goal, two priorities, three transformations, four basic requirements, five key tasks, six terminal marketing links 1. One goal: Build the foundation from May to August, and after September, complete sales tasks every month, so all salespeople can get bonuses. 2. Two priorities: One hand on sales increase, the other on expense control The immediate difficulty in L market is that sales are not up to standard, task completion is only 40%, and expenses are seriously over budget. Main reasons for expense overruns:
  70. Wrong calculation method: The expense ratio is based on retail rather than shipments. (A common trick when applying for expenses, knowingly violating, while the manager turns a blind eye)
  71. Fraud: Some markets and distributors collude to falsely report sales and expenses.
  72. Backward terminal construction, low single-store output. I believe it is wrong to attribute expense overruns to image store construction; reasonable terminal construction is proportional to sales and can further drive sales.
  73. There is a phenomenon of buying sales with expenses and "slapping one's face to look fat." That is, not calculating input-output ratio or cost recovery period. For example, a store with retail of only 2,000 yuan has a fixed guide and special display, then uses sales from uncontrollable stores or false sales to support the guide. Another example: When Hua Ming first arrived in L market, a salesperson invested two vanguard teams in a county mall to buy a 4-square-meter stack, with ultra-low price + buy-and-give promotion, selling 15,000 yuan in half a month. The salesperson boasted to Hua Ming, but Hua Ming calculated the cost: 7,000 yuan, expense ratio 60%.
  74. Backward promotion team building: unstable team, uneven quality, lack of proactive sales awareness, low average output, and promoter salary costs reached XX%.
  75. Poor negotiation skills of salespeople: The battle for terminal resources with competitors is more intense, terminal costs are rising, but salespeople lack terminal relationships and bargaining power with procurement, keeping terminal costs high.
  76. One-sided understanding of the company's directive to build flagship stores. They think building flagship stores is just spending money on image and face projects, rather than integrating terminal resources to fundamentally improve terminal competitiveness and thus increase sales. For example, an image stack is placed at the mall entrance, but there is no promoter to sell, product display is messy, promotions are lukewarm, and follow-up is poor—money spent but sales not increased. The key problem is that salespeople only execute passively, without actively planning! How to effectively reduce market expense ratio:
  77. Strictly control market expense approval: For single expenses over 5,000 yuan, the manager must be present to negotiate; unreasonable and seriously over-budget expenses are resolutely not approved.
  78. Teach salespeople to calculate: For every expense application, calculate input-output ratio and evaluate return period; those with large evaluation errors or poor execution leading to serious overruns will be financially penalized.
  79. Keep salespeople on a tight leash: Those whose overall expenses exceed budget for three consecutive months or who seriously falsely report sales and expenses will be dismissed. For key stores, expenses are paid directly, maintain close communication with the audit department, and regularly check expense usage at key stores to fundamentally eliminate false reporting.
  80. Avoid face projects: Building flagship stores requires one hand on image and the other on sales, both must be strong. Flagship stores must be the best local stores; do not dress up third-rate stores as image stores to show off to the company. If sales targets are not met, it is not a flagship store.
  81. A garbage team is the biggest cost: Optimize the promotion team; quality over quantity—dismiss those with second jobs, those who only want base salary and benefits, those often absent and not proactive in selling. Explore multiple channels to recruit excellent promotion talents, strengthen training and incentives, improve per-person output, and control promoter salary costs from XX% to X%.
  82. Distributors are for saving expenses: Require distributors to invest in customer relationships for key stores, serve local market development, and share costs for long-term large expenses.
  83. Strengthen expense execution review: Expenses not implemented will not be reimbursed. For example, XX Plaza system's 4 stores had new product entry fees of 4,500 yuan, but only one store actually entered; then the fee is not reimbursed, or only 1,125 yuan is reimbursed. 3. Three transformations: Achieve transformation from extensive management to institutional management, from individual combat to team combat, and from passive execution to active planning.
  84. The previous manager liked to be a hands-off boss, letting salespeople do whatever they wanted, lacking supervision, guidance, assessment, and training, and all approvals and applications were not signed by the manager. This led to grassroots salespeople acting on feelings and experience, unclear about company rules, unfamiliar with company processes, unclear work goals, and unfulfilled job responsibilities. Some meant well but did harm, and it also provided a breeding ground for violations, so much so that the audit department listed XX market department as a key protection target. So the first thing for XX market department is to implement institutional management.
  85. Many salespeople had long tenure, rich experience, and outstanding abilities, but they were not well utilized. Also, salespeople in a market department often didn't know each other, each doing their own thing, unable to find leaders or discuss problems, feeling lost. The key was to have a firm-belief "Tang Seng" to lead the team to "obtain scriptures."
  86. Often, many promotion plans issued by the company do not fit local market conditions. Salespeople report problems to headquarters but their words carry little weight, and problems go unanswered, leading salespeople to know that doing it is just losing money and shouting, yet they still execute passively while complaining. So Hua Ming gave himself an important role: a bridge for communication between upper and lower levels—help grassroots plan suitable promotion plans and fight for policy support from the company. How to plan supermarket promotion plans (omitted) 4. Four basic requirements: Work according to company regulations, rely on the team to solve problems, strictly report, and execute without any excuse. 5. Five key tasks:
  87. Build flagship stores (1) Current store status: (2) Sales target: (3) Existing problems: (4) Rectification plan: (5) Apply for support: And so on...
  88. Improve key stores
  89. Support backward stores
  90. Solve problem stores
  91. Develop blank stores Hua Ming divided all stores in the region into 5 levels based on sales, image construction, and improvement potential—flagship stores, key stores, backward stores, problem stores, and blank stores. According to the 80-20 rule, increase investment in flagship and key stores, make improvement plans for backward stores, rectification plans for problem stores, and development timetables for blank stores. 6. Six terminal marketing links:
  92. Improve terminal construction—maximize use of terminal resources. Within a reasonable expense ratio, increase terminal hardware construction, expand product display area, and show dominance. Do not be timid, wanting sales but fearing expense overruns, leading to a vicious cycle of no investment-slow growth-low expenses-can't invest-no sales. Based on correct assessment of market and store sales potential, boldly invest and flexibly use company promotion resources to create momentum. As long as there is potential, even if expenses temporarily exceed budget, grit your teeth and invest. Terminal construction in three levels: (1) Flagship stores: Both image construction and in-store sales meet standards. (2) Image stores: Built according to company flagship store requirements within a reasonable expense ratio; sales currently do not meet company requirements but have great potential for improvement. (3) Rectification stores: Not qualified for flagship store construction, but can be improved at low cost and maximize use of terminal resources to attack competitors.
  93. Improve promotion effectiveness—strictly implement promotions, ensure one after another, actively plan, flexibly use promotion tools to localize promotion plans, and maximize promotion results. When designing promotion plans, avoid price wars and maintain the product price system.
  94. Improve promotion team combat capability—focus on training, management, interest-driven, and morale boosting. For those who frequently violate rules, do not attend training meetings, have second jobs, or fail to meet capability standards, advise them to leave. The promotion supervisor should develop training plans and organize training courses; salespeople in each region must support and assist in holding promoter training meetings.
  95. Maximize use of distributor resources—achieve transformation from helping distributors do the market to driving distributors to do the market.
  96. Do well in terminal store visits and customer relationship maintenance—increase visit frequency, make visit records, find available resources, observe competitor movements, plan promotion schemes, report any problems promptly and formulate solutions and deadlines, use distributor resources for customer relationship public relations, and improve negotiation skills.
  97. Improve the sales team's market management and planning capabilities—achieve transformation from passive executors to management executors, learn to integrate all resources to do well in the market and reduce expense ratios; study hard, have systematic marketing management thinking, and have the ability to independently plan and operate large-scale promotions. Clarify work thinking, streamline work processes, and remember job responsibilities—seek benefits from management and rely on the team to solve problems. Three months later, the problem market that once troubled the company was thriving. L market also turned JN city into a model market, built several flagship stores, and developed a highly executable sales team. This platform will soon organize distributors interested in B2B platforms to visit and learn from some B2B platforms. If you are willing to learn with us, you can add our editor's WeChat to understand together. When adding, please reply with the keyword: 学习 - END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and useful tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operation | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brand | [Long press QR code to follow]