Introduction
The mistakes salespeople make in their speech are not limited to the ten phrases mentioned in this article; however, these ten are more insidious in the logic of their errors.
Source: FMCG Elite Club
Author: Huang Runlin, professional marketing trainer, focusing on refined management and operational improvement for distributors. Author of "Liberate Marketing People with Numbers" and "Lock Victory with Marketing Plans - Liberate Marketing People with Numbers 2". WeChat: hrlandhyx During training, my favorite saying is: The biggest difference between a good salesperson and a bad one is that a good salesperson, when expressing the same thing, even if time, place, and audience change, their method and logic remain basically unchanged; while a bad salesperson, even when returning to the same time, scene, and audience, may express things with vastly different logic and methods, and the effectiveness depends entirely on the bad salesperson's mood and performance at the time. I am not a rigid person, nor do I like to follow rules blindly; those who have spent time with me generally know my personality. However, in my over ten years of sales career, I personally feel that in store visits, especially for grassroots salespeople, without strengthening the control and optimization of sales behavior and language, and without deliberate reinforcement day after day, the growth rate of salespeople would be at least halved, relying only on insight and luck. The mistakes salespeople make in speech are not limited to the ten phrases mentioned in this article; however, these ten are more insidious in the logic of their errors. First: "Boss! How's business lately?" Many salespeople like to start their daily business visits with this phrase, thinking that such a greeting can bring them closer to the store owner. But the biggest problem with this sentence in terms of logical phrasing is that it is a summary question, equivalent to the speaker asking and answering themselves. No matter how the other party responds, it seems redundant, and it easily leads the conversation into an awkward situation. In actual situations, if a salesperson asks this, the store owner either responds with a blank expression: "Not bad!" or simply ignores them. In fact, whether it's a visit to a familiar customer or a cold call, this is not the best opening line. Asking a familiar customer this shows that you didn't do your homework before entering the store; you didn't even study the store's inventory and sales data, which is disrespectful to both them and yourself. If it's a cold call, asking about business right away is inappropriate because you're not familiar enough for such casual talk. For opening lines, if it's a familiar customer, it's better to chat about topics outside business than to use such a clumsy question, or you could go straight to the point: "Mr. Zhao, last month you were short 20,000 yuan on new product orders, which cost me my bonus. If I don't get a free lunch from your place today, I'm not leaving!" For a first visit to a new customer, instead of asking about business, it's better to go into the store, act humble, and ask for a glass of water, which gives you more time and opportunity to sit down and chat with the target customer. Second: "You can't put other people's products in our display area!" For certain exclusive or brand-specific display areas, salespeople often find that distributors have placed other brands' products in their display area during store visits. Salespeople from strong brands may directly point out that distributors shouldn't do this or that; those from weak brands tend to turn a blind eye. It should be clear that unless it's a direct operation, the distributor has the final say on how the display area should be arranged. Even if the manufacturer provides some decoration subsidies, compared to annual rents of hundreds of thousands in some places, it's a drop in the bucket. If other products are placed in your brand's display area, it's either because your product category is less competitive than other brands in that area, or because the salesperson hasn't consistently maintained the category during daily visits. When competitors appear in your display area, salespeople should never accuse the distributor: "You can't put other brands' products in our display area!" The wisest response is to "do" rather than "say." In my early years leading salespeople in areca nut distribution, we provided store counters and shelves, and we often saw other brands' areca nuts placed on them. Moreover, areca nuts are often bought on impulse, so the brands placed in front are more likely to be purchased. Also, since areca nuts are FMCG, they are usually displayed in street-facing stores and counters, so the products get dusty. Some smart salespeople, every time they entered a small store, would first take a cloth, chat with the owner, and wipe the dust off each pack of areca nuts on the shelf, gradually changing the order of the products. Before leaving, they would remind the owner: "The cleaner the product, the better it sells. Remember to wipe the dust often!" Third: "Don't tell anyone, but this month I'll apply for some special policies for you. Just cooperate and finish the task!" Month-end and year-end stock pressure is a nightmare for many salespeople and distributors. In my early years in regional markets, on the last day of the month or year, my phone would ring non-stop 24 hours a day, hot against my ear, all calls about pushing stock and completing tasks. It was a blessing to have my first meal before 9 PM. Some salespeople, to complete tasks, often use special policies and verbal promises to exchange for sales volume. I want to say that using special policies to exchange for sales is at least immature in business thinking. First, there's no wall that doesn't have cracks; favoring some over others not only makes distributors who completed tasks voluntarily feel cheated, but also makes those who enjoyed special policies think, "This guy can always get special policies, so he probably does the same for other distributors. Good thing I held out, or I'd be at a loss." Second, the "promotion dependency" where sales only happen with promotions is often formed under such circumstances. For distributors who don't stock up without policies, using special policies to exchange for sales is like drinking poison to quench thirst; the pit will only get deeper, and the distributor will drift further from the manufacturer. In fact, for brands with healthy market sales, it might be better to ignore those distributors who stubbornly refuse to stock without policies, giving them no policies and reducing visits, while applying external pressure to make them reflect. If they fail to complete tasks for three consecutive months, many distributors know what that means. For new brands in the market, if some distributors use their sales volume as leverage, it's even more important not to give them policies. Instead, those who complete tasks voluntarily should receive more resources and policies, using model examples to lead the laggards. Fourth: "I'll visit you another day (next time)!" Many salespeople, when leaving a store, out of politeness, use this phrase to say goodbye to the store owner. It seems polite but is actually full of hidden dangers. Our salespeople should think: when you say this, and the distributor hears it, how much do both of you take it to heart? Some might say, "It's just a polite phrase; whether I visit next time and when depends on the timing!" So putting this in the list of ten wrong phrases is too nitpicky. I need to remind salespeople that if this phrase is used in casual social visits, it's fine, but the problem is that it's used as a closing remark in a business visit, which is somewhat a commercial commitment. In a sales visit, what does the distributor remember most? The first words, the last words, and the response to the most important thing to them. As the last sentence before leaving, a vague "visit another day" leaves the distributor with two impressions: one, "Don't take this guy seriously; he's just saying it for fun"; two, "Who knows when he'll pop up again; he doesn't have anything important anyway." That's why many companies now implement SOP for store visits, to eliminate such unplanned visits, constrain salespeople's behavior, and keep distributors informed. So the standard usage should be: "Mr. Zhao, my next visit will be around [date] to [date]. I'll call you in advance to confirm. I'll also give you a definite answer on the expense reimbursement issue you mentioned. I'll be going now, so I won't disturb you!" The so-called "three shows of strength" often refer to salespeople from strong brands who, to achieve sales targets or other goals, use severe warning language to force distributors to comply. Similarly, the "three shows of weakness" refer to salespeople from weak brands or SMEs who, to complete sales tasks, adopt a low-profile language mode to seek cooperation and support from distributors. Today, let me introduce the three phrases of "showing weakness." Fifth (First of "Three Shows of Weakness"): "Your special price application should be supported, but it's all because of that bastard leader of mine who refused to approve it..." Anyone who has been in sales should be familiar with this phrase. In daily sales management, we often encounter distributors who, to meet certain targets set by the manufacturer, bargain for special prices or resources beyond policy. What's more troublesome is that those who dare to make such demands are often distributors with large market share or who think they've done well in the market. For salespeople from large companies, they might be able to brush off the distributor with one sentence, but for many from SMEs, they might see hope of completing tasks, and if they don't agree, the distributor might give up; if they agree, the company leader won't approve and might even scold them severely. Clever salespeople either don't report the distributor's special request to the company, or when reporting, they downplay it to avoid being scolded. When they next meet the distributor to address the issue, they first beat around the bush, expressing how firmly they stand with the distributor, and that the special price wasn't approved because of a leader who doesn't understand the local market and knows nothing. These salespeople naively think that by firmly supporting the distributor and shifting blame to the leader, the distributor will at least not blame them, even if they don't see them as an ally. They think the leader rarely meets the distributor, and even if they do, they won't discuss such topics. So they fool both sides, offending neither. Salespeople with such thoughts make two fundamental mistakes: First, in the regional market, you are the company, and the company is you. It's not wrong to side with the distributor on certain issues, but it's wrong to oppose the company. As a result, the distributor not only has complaints about the company but also thinks you're a fence-sitter with no status in the company. Remember, in dealings with distributors, without the company, you're nothing. Don't believe the distributor's nonsense like, "If you ever leave the company, we brothers still have plenty of cooperation opportunities." Second, remember that there's no wall without cracks; fooling both sides will either make people think you're unreliable or that you have character issues. Remember, you might be the last to know what the distributor and the leader discussed. The correct approach is to fully communicate with the distributor why you need this special price, using reason and clear calculations as one method (unfortunately, many salespeople lack even this basic skill), and appealing to emotions and building relationships as another (which falls under communication skills). Let the distributor see your focus, professionalism, and attitude in this matter, and see that your application for the special price is not just talk. Sixth (Second of "Three Shows of Weakness"): "Brother Zhao, can you help me out this month and finish the task? Next month, you can do as much as you want!" When sales tasks seem impossible to complete at month-end, many "smart" salespeople start to scheme. In wave after wave of stock pressure, they creatively invent the so-called "wave-style stock pressure." That is, pressuring stock one month, then easing off the next, creating obvious peaks and valleys in the distributor's purchase curve. They euphemistically call it giving the distributor a month of stock and more time to sell, allowing them to clear inventory. This seems like a reasonable, humane compromise that respects local market conditions. And for the company, they aren't in the category of those who fail to complete tasks consecutively and should be severely punished, so salespeople can coast until year-end when accounts are settled. "Going through the motions," such salespeople, to some extent, have reached the end of their sales career in a company or even the industry. Don't treat anyone as a fool, especially in front of distributors who have been in business for years. When you say this, do you think the distributor will appreciate it and let you do as much as you want next month? As a weak company and weak salesperson, what they remember first is that this month they're helping you finish the task. First, the task is yours, not the distributor's; they're doing you a favor, so you're repaying them. In the end, many distributors think these tasks aren't theirs but forced on them, so the more you push, the harder it gets. I've even seen smug distributors at dinner parties toasting salespeople with, "If you don't drink this bottle, I definitely won't finish my sales task this month." Second, once you start the so-called "wave-style stock pressure," doesn't the distributor know that your entire region is having trouble stocking? Distributors have seen more stocking methods than you've encountered. Such easing-off pressure also shows that you're running out of tricks. Remember, distributors are human and businessmen; they prefer to help those who are valuable to them, not those who "don't care about the flood after them." Even if they do "help" you finish the task this month, it's definitely for their own interests and purposes, like a shortage of bestsellers or a sure-win project already supplying. Don't think the distributor finished the task because of "next month you can do as much as you want"; their motivation this month might have nothing to do with what you said. For problem markets already in trouble, what should be done? Personally, I think the right approach is to be open with the company, seek help and support from superiors, and present a concrete plan to request a three-to-six-month market adjustment period. Even if the company has no resources or time to support, at least they'll see you're working hard, not coasting. Leaders aren't fools; everyone has a scale to weigh your character. Remember, don't doubt anything you do with a clear conscience, because you don't know how the meaningful things you do now will be rewarded in the future. As for those distributors who like to use sales volume to force drinks at dinner, you can confidently and laughingly tell them: "It's fine, Brother Zhao. If you don't make money from our products, you don't have to order a single cent next month." Whether to stock your products and whether they make money, every distributor has a scale in their heart, and that scale won't change because you drink or not. You also need to make those smug distributors understand: Every distributor boss deserves respect, but everyone, including salespeople, should be treated equally. Seventh (Third of "Three Shows of Weakness"): "Mr. Zhao, do whatever you say, and we'll fully cooperate!" When distributors choose a brand, the most valued resource is the manufacturer's resources. Smart distributors know that tangible resources are limited, but intangible resources can be inexhaustible. The reason companies stand higher and see farther than distributors is that companies, especially brand companies, spend a lot on hiring brainpower. These brain resources might be, or should be, various industry experts. Distributors, limited by platforms and resources, basically can't spend much on human resources; or even if they do, they might not attract top talent. Through contact with the company, smart distributors want to use the company's tangible resources on one hand, and on the other, they hope to fully utilize the company's brainpower. If you can't provide advice and strategies like a consultant for the distributor's problems, their interest in your product will drop by at least half. That's why many distributors like to cooperate with brand companies. So, when you think your company isn't prestigious enough, don't belittle yourself by saying, "Do whatever you say." As soon as you say that, the distributor loses confidence, and the first thing they think is: "Oh no, I wanted a helper, but I got a fool." Remember, the weaker the company, the more salespeople from small companies need to be product experts, financial experts, and marketing experts. Even if you're not an expert yet, you have to act like one. Remember, only when the manufacturer becomes the backbone of the merchant can the merchant become the market grip of the manufacturer. Brands are a double-edged sword. Even in business visits, they can help salespeople conquer in negotiations, but they also easily make salespeople arrogant and loose-tongued. Worse, under the support of a strong brand, distributors endure in silence, and salespeople mistakenly think it's their own ability. That's one reason why many salespeople find it hard to survive in SMEs after leaving brand companies. The last three wrong phrases in business visits are mainly from salespeople of so-called brand companies. Listing these three is to remind salespeople not to get carried away, and to remind distributors that business can be viewed with a smile. Eighth (First of "Three Shows of Strength"): "If you don't finish the task this month, I'll open another store next to you next month!" The advantage of strong brand companies is that they have no shortage of distributors willing to cooperate, and many salespeople from large companies use this as capital to threaten distributors. Some think that distributors owe everything to the brand, so they habitually order them around. For salespeople, completing sales tasks is their duty, and forcing distributors to complete tasks is sometimes unavoidable. But those who often say this are usually those who only care about sell-in, not sell-out. If distributors fail to complete tasks, at least 50% of the responsibility lies with sales management. This involves insufficient distribution and retail pull, which salespeople need to reflect on; and on the other hand, salespeople don't put enough pressure on distributors in daily work, so saying this when tasks aren't completed is already a failure within a failure. We often say that the power of an atomic bomb is on the launch pad, not after launch. In daily visits, even if the region already has a distributor, strengthening visits to unfamiliar distributors should be part of the job. Visits to unfamiliar distributors don't need to discuss cooperation, especially near existing distributors. Such visits should be included in regular visits and don't need to avoid existing customers. Their main tasks are to enhance industry information exchange and form potential pressure on existing customers (if you don't work hard, you'll be replaced anytime). Forming replacement pressure on distributors isn't done with words but with actions that create potential pressure. When you say it, the pressure field is broken, and it's easier for the distributor to give up. I also want to remind salespeople that using such threatening tones to boss around distributors, even if they endure today, will lead to hidden dangers in future cooperation. Distributors, as entrepreneurs, as people who earn their living by their own efforts, survive in a regional market and support a team. Salespeople should show them due respect, which is respect for entrepreneurs and self-reliance. Remember, any boss, big or small, deserves respect to some extent. Ninth (Second of "Three Shows of Strength"): "Solve this problem yourself first, and I'll find other reasons to compensate you for the expenses next time. Our company is big; we won't shortchange you!" First, it's commendable that the salesperson's approach is correct: the market waits for no one, solve the problem first, then clarify responsibility. The company, as a central body, can't respond to local emergencies as timely as distributors. That's why in China's deep channels of provinces, cities, counties, towns, and villages, service timeliness and localization can't be separated from distributors. The problem with this sentence lies in the way of clarifying responsibility: "find other reasons to compensate you." In fact, anyone in sales knows that "compensation" means using underhanded methods to apply for funds from the company for the distributor, i.e., "compensating for losses inside with gains outside." A legitimate market action becomes less legitimate when described this way, and this practice doesn't save the company money; instead, due to underhanded operations, it costs more resources and expenses. Salespeople do this for two reasons: First, the problem was caused by their own negligence, and if they report it under that reason, their responsibility might be exposed, so they use this scapegoat method to pass. Second, the company might not have clear policies or funds for such issues, and reporting under that reason might not pass approval. So it's easier to simplify and find another reason to get funds. Let's think from the distributor's perspective: If it's the first reason, the distributor naturally knows why you're doing this. Your scapegoat trick is actually giving them a handle on you. In the future, when you boss them around, they can easily stab you in the back. Why do many salespeople with great performance never get promoted or raised? Many can't figure it out. They don't know that the company headquarters has received so many anonymous complaint letters about them that they could be compiled into a documentary novel. If it's the second reason, although the distributor doesn't know why you're "compensating for losses inside with gains outside," they learn that the so-called big company you talk about isn't that formal, and there's room to manipulate expense applications. From that moment, the funds in your hands become a piece of meat in the distributor's mouth: you must give what's according to rules, and you should also give what's not. If you don't, it must be you causing trouble. From then on, managing this distributor becomes increasingly difficult, and they gradually become a black hole for expenses. For such issues, the recommended approach is: rather than letting the leader have a handle on you, don't let the distributor have a handle on you. In the workplace, those who have a handle on you, leaders might help you at critical moments, but distributors will likely harm you. After handling market issues, it's better to spend your own money to invite the distributor to the company for communication than to apply for funds with abnormal reasons. Even if the company has no policies or funds for such issues, your feedback with the distributor actually helps improve company policies. Even if the problem isn't solved immediately, your image and the distributor's will be enhanced in the company. Tenth (Third of "Three Shows of Strength"): "Old Zhao, you're just not visionary enough, always calculating small accounts!" Salespeople who are used to working in big companies love to use the word "vision." When lecturing distributors, especially smaller ones, they use "vision" with great flair. Although we question the brainwashing propaganda of pyramid schemes, we can't help but admire their effectiveness. So in daily business visits, we also advocate appropriately "brainwashing" distributors—instilling the company's culture and values. As the saying goes, "Those with different paths cannot plan together." If we don't train distributors to speak our language, it's hard to form synergy in the market. But distributors are individuals with independent, realistic interests. They won't do things like Lei Feng without recognition; they won't give up the present for the future. For you, sales is a job; for the distributor, sales is their livelihood. For brand companies, if a distributor starts calculating small accounts, it must be because some of your policies have harmed their immediate, realistic interests. Otherwise, they wouldn't risk so much to haggle with brand company salespeople. From the company's perspective, distributors who calculate small accounts are those who truly care about your business. Every transaction might be clearly recorded in their minds. We often say that a distributor who calculates small accounts is at least a shrewd one. Cooperating with shrewd people has a much higher probability of doing well in the market than with those who know nothing. Unfortunately, many of our salespeople often lose to distributors in calculation skills, so they prefer to use "lack of vision" to cover up. The correct attitude should be: Don't say such nonsense. "No one is good for a thousand days, no flower is red for a hundred days." Put away the arrogance of big company salespeople and your "vision theory." Save that arrogance and vision for bragging among salespeople! Editor's PS: The editor has selected 1,067 articles from nearly 1,900 published on this official account, categorized into 14 major categories and 57 knowledge points, systematically compiling frontline marketing management content into a library for everyone's learning. From market to customers, covering practical combat and management, all are valuable. After following the account, reply with the number "1" to browse the following content: Sales Volume 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 Techniques (117), Sales Manager's Eighteen Skills (90), Managing Distributors (47), KA Operations (35), Internet and Brand (47).