---
title: "Sales: Weak Regional Markets Need Wolf-like 'Special Forces'!"
description: "With the cover of planes and artillery, one is airdropped alone onto a war-torn base, surrounded by ruins and manned only by the weak and elderly. Marketing personnel responsible for weak markets often feel this way, facing external issues like low client enthusiasm and internal problems like a demoralized sales team. The article discusses how to build a wild sales team to turn weak markets into strong ones."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-08-01"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/MD1jw_gBhpT90NuwZUv8eg"
translation: "https://xinjignxiao.com/zh/articles/%E5%81%9A%E9%94%80%E5%94%AE-%E5%BC%B1%E5%8A%BF%E5%8C%BA%E5%9F%9F%E5%B8%82%E5%9C%BA%E9%9C%80%E8%A6%81%E7%8B%BC%E6%80%A7%E7%9A%84-%E7%89%B9%E7%A7%8D%E9%83%A8%E9%98%9F-1af96797.md"
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---

# Sales: Weak Regional Markets Need Wolf-like 'Special Forces'!

> With the cover of planes and artillery, one is airdropped alone onto a war-torn base, surrounded by ruins and manned only by the weak and elderly. Marketing personnel responsible for weak markets often feel this way, facing external issues like low client enthusiasm and internal problems like a demoralized sales team. The article discusses how to build a wild sales team to turn weak markets into strong ones.

With the cover of planes and artillery, one is airdropped alone onto a war-torn base, surrounded by ruins and manned only by the weak and elderly. Calling oneself a 'scout', one sees only the left-behind. It's like the poem: 'Last night the west wind withered the green trees. Alone I climbed the high tower and gazed afar along the road to the horizon.'
I believe that marketing personnel responsible for weak markets have all felt this way. There are internal and external troubles: externally, clients lack enthusiasm, cooperation is low, profitability is poor, products move slowly, there's no click-through rate, and prices are chaotic; internally, the sales team is stagnant, morale is low, and it's very tricky. To resist external threats, one must first stabilize internal affairs. How to build a wild sales team is urgent. Before provisions, organization comes first.
**Characteristics of a weak market sales team:**
1. Effort doesn't equal reward; more effort, less reward.
2. No direction, no goals.
3. Not valued by company leaders, few promotion opportunities.
4. High personnel turnover.
5. No motivation, no combat effectiveness.
6. Poor professional skills.
7. Complaints are serious; being assigned to a weak market is seen as bad luck.
8. The capable have already left, the average are waiting, and the mediocre stay long-term.
Knowing the causes, we can prescribe the right medicine. The marketing team we build is called the Special Forces marketing team. With 'religious devotion and passionate madness for sales', morale will be high and we'll win in one go. Battles rely on morale and the spirit of drawing the sword. Here are some points:
**1. Building a Harmonious Team Environment**
A drop of clean water in a cup of dirty water results in a cup of dirty water. First, govern and optimize the bad team environment to create a harmonious and positive one.
**Characteristics of a toxic team environment:**
1. Serious small-group mentality.
2. Firewall—newcomers can't integrate.
3. Unfair, unjust, and non-transparent salary treatment.
4. Pretentious people run rampant.
5. Special people have special rights.
6. Serious self-serving mentality.
7. Serious bureaucratic leadership.
The team environment we create must adhere to the management principle: 'The bolder the person, the higher the yield; the capable rise, the average yield, the mediocre fall; the mind determines the pocket; fairness, justice, and transparency.' Discard all excuses and reasons that don't produce results. Judge a person objectively and fairly. Even if a team member does or says something contrary to management art due to ignorance, management should not stop or stifle it out of personal likes or dislikes. Look at the big picture: 'One who doesn't plan for the whole is insufficient to plan for a part; one who doesn't plan for eternity is insufficient to plan for a moment.'
**Team slogan: 'We are all special forces, we excel in land, sea, and air operations, and our combat capability cannot be replicated by the enemy.'**
**2. Building Morale**
On a narrow path, the brave wins. Dare to draw the sword, be good at drawing it, don't believe in tears, and go all out. Firmly believe that there are no bad markets, only people who do them badly. As management, you must first have confidence in victory. Even if you encounter objective difficulties in the market, hide them in your heart. Believe that 'When Heaven is about to confer a great responsibility on a man, it will first test his resolve, exhaust his muscles and bones, starve his body, deplete his resources, and frustrate his efforts. By these means, it stirs his mind, strengthens his character, and increases his capabilities.' Even Tang Seng had to endure 81 tribulations to get the scriptures, let alone us. Eliminate the spread of negative emotions and advocate the fighting spirit of 'losing again and again, fighting again and again, and getting braver with each setback.'
**3. Leadership Self-Cultivation**
One soldier is a bear, but one general is a den of bears. As the supreme commander of a team, you must fully exert your personal charm and strengthen self-cultivation.
**Self-cultivation:**
**1. Lead by example, be the first to charge.**
If the upper beam is crooked, the lower beam is crooked. As the ancients said: 'If the person is upright, orders are followed without being given; if the person is not upright, orders are not followed even if given.'
**2. Professional skills and leadership art**
Deep water attracts fish; old trees attract birds. To build cohesion and centripetal force, note that the post-80s generation has become the main workforce. Their desire is to grow. If management's own business skills are mediocre, it's hard to lead the post-80s, let alone have followers. Conversely, if they can absorb business knowledge from leaders and grow themselves, they will always follow, even if other aspects aren't fully satisfied.
**3. Overcome bureaucracy**
Come from the team, go to the team. Go deep into the team, understand each member's life and thoughts, and resolve issues promptly. Refuse to be aloof; provide a strong backing for team members.
**4. Emotional self-control**
Never define a team member by personal gains or losses, likes or dislikes. This requires strong self-control from managers; otherwise, it's hard to achieve.
**5. Personal integrity and cultivation**
Have a proper work style and no bad habits; otherwise, the whole team will be polluted.
**6. Establish self-authority**
In action, do as you say and follow through. Authority comes from attention to detail, starting from small things, self-discipline, timely fulfillment of promises, and showing dominance in times of crisis.
**7. Magnanimity**
The size of your heart determines the size of your vision. Don't worry that teaching apprentices will starve the master. I've seen many leaders who dare not cultivate subordinates, don't guide them, or even suppress them, relying on their own understanding. The problem is they fear subordinates will surpass and replace them. They may not realize that the number of subordinates promoted is also a sign of excellent leadership.
**4. Vision and Goals**
Napoleon said: 'The starting point of all achievement is desire.' Aim high to hit the middle; aim for the middle to hit the low; aim low to hit nothing. This shows the importance of goals. Goals are the driving force for a team to charge into battle. I believe goal-setting should follow these points:
1. Is the goal reasonable?
2. Is the goal clear?
3. Was the goal communicated and interactive?
4. Are the measures to achieve the goal detailed and actionable?
5. Are the rewards and punishments for achieving the goal detailed?
6. Avoid exaggeration and the 'three claps' (clap head before setting, clap chest during, clap butt and leave after).
**5. Personnel Management**
As the ancients said: 'Look at what he does, observe his motives, and examine what he is content with.' Knowing people enables good use. So use and cultivate people according to their abilities. Selecting, cultivating, using, and retaining people is not easy. I think we should note the following:
1. Resolutely do not use salespeople who are incompatible with the team culture.
2. Match people to positions—assign different markets and clients based on personality traits.
3. The art of communication. Everything lies in communication; change communication methods according to the person.
4. Humanization is not the same as favoritism. Don't mix work and life. A kind general cannot lead troops. Don't equate humanization with favoritism just because the market is weak and you fear losing people. In life, you can care like an elder and solve difficulties, but at work, you must act decisively when needed. Normal criticism is for better growth, teaching them methods and skills to fish, a life skill, and a money-making skill.
5. Crisis awareness. Flowing water never stagnates, and door hinges never get worm-eaten. If salespeople stay over a year, they become slack and procrastinate. So constantly inject fresh blood or rotate markets among salespeople to keep the team vibrant.
6. See more, listen less. For reported market conditions, management should verify and supervise more.
7. Help salespeople plan their careers so they have something to pursue.
8. On rewards and punishments.
Reward to make them bloom with joy; punish to make them tremble with fear. Timely fulfillment of rewards and punishments; clear rewards and punishments; timely recognition and affirmation. Self-satisfaction is placed at the last level of Maslow's hierarchy. If good and bad are treated the same, why work hard to do well?
**6. Execution**
Regarding execution, opinions vary. I think execution is a repeated process of tracking, implementing, and reviewing until a behavior becomes a habit. At meetings, we talked about terminal vividness construction, but the office's vividness materials hadn't been touched for half a month. Later, every morning at the door, I required everyone to take a certain number of posters and push-pull stickers, and every evening I checked the photos of what they had posted. After a month, everyone formed a habit; if they didn't post one day, they felt something was missing.
**7. Systems**
Without rules, nothing can be accomplished. Systems are standards and levers. Systems cannot be changed arbitrarily. There must be laws to follow, violations must be punished, and enforcement must be strict.
**8. Cultivating Learning Ability**
Aiming is more important than shooting. On the battlefield, you fight hard; after the battle, you train hard in combat skills and methods.
**United in heart, we win.**
**1. Regular meetings and on-site learning** Organize meetings irregularly to discuss the latest market trends, review gains and losses in time; learn from markets that are doing well in real time, communicate and exchange, and promptly propose improvement plans for the next step.
**2. Training** Stones from other hills can polish jade. Content includes negotiation skills, client development and management, route visits, etc.
**3. Summaries** For example, each person in the office writes their experiences and insights in a unified notebook, forming a 'Sunflower Manual'.
**4. Drills** Simulated negotiations.
Water has no constant shape, and soldiers have no constant formation. As long as we unite as one, we are invincible. Weak markets will surely become strong markets. Believe in the power of the team.
**Editor's PS:** From nearly 1,900 articles published on this official account, I selected 1,067 quality articles and divided them into 14 categories and 57 knowledge points. I systematically compiled first-line marketing management content into a library for everyone to learn, from market to clients, covering practical combat and management—all valuable. After following the official account, reply with the number '1' to browse the following: Sales improvement tips (73 articles), Sales supervisor skills (74), Terminal visit management (82), Distributor market operations (118), Distributor development (91), Distributor internal operations management (89), Team management (53), First lesson for new salespeople (96), Efficient distribution skills (117), Sales manager's eighteen skills (90), Managing distributors (47), KA operations (35), Internet and brand (47).


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