As a crucial link in the commercialization of products, dealers are strategic pieces for manufacturers and indicators of product popularity for retail outlets. For dealers themselves, rapid development, adaptability to market dynamics, and standardized operations are fundamental to growth and success.
To achieve standardized operations, I believe internal management is the most basic step, following the dealer's corporate strategic planning.
We often see that dealers are quick and even efficient in external business development, where key factors are information grasp and rapid decision-making. However, for internal management, most dealers may only focus on whether employees collect payments on time and the quantity and quality of developed customers, while neglecting detailed management, thinking that as long as it looks acceptable overall, it's fine. I think if dealers can start with internal management and gradually form standardized habits, their small shops may develop into enterprises more quickly.
Let's analyze the internal relationships of dealers. Early-stage dealers are mostly family-run, such as husband-and-wife or sibling operations, where internal management and decisions rely on customary rules. The advantage is faster decision-making because most are family members. But as the business grows, outsiders may be brought in to assist, such as sales staff, administrative personnel, or even managers. At this point, establishing standardized internal management systems is crucial to avoid interference from family members and ensure rapid development. Why? Because without institutional constraints, employees may consider interpersonal relationships, fearing that following rules might offend family members, leading to a mentality of "less trouble is better." This creates a vicious cycle where balancing relationships takes precedence over actual work, hindering development. Therefore, having systems and rules in place reduces such psychological burdens and enhances employee motivation.
So, what does internal management mainly include? I think there are two main aspects:
First: Establishment of Systems
As a small economic entity, dealers don't need to establish grand systems, but they must have some. A widely known story is that when Zhang Ruimin went to Haier, he established about ten rules, one of which was no urinating in public places. We can imagine the situation then, but these simple rules were probably most suitable for the company's development needs at that time. For dealers, systems should be established gradually based on actual conditions, adhering to the principle of high efficiency. I believe the following four areas need standardization:
Behavioral Norms Although dealers start small, how many large enterprises didn't start small? The key is that dealers must have the ambition to grow. The behavioral norms of people within an enterprise can indicate professionalism and development potential. Standardizing behavior helps everyone form habits, such as warmly welcoming visiting clients, speaking politely, and demonstrating professionalism when visiting downstream customers. Overall, behavioral norms can be addressed from aspects like language, appearance (attire, attitude, expression), safeguarding company interests, and complying with company rules. Of course, these are general contents; specific behavioral norms should be based on actual conditions to avoid being too broad and empty.
Reward and Punishment System The establishment of a reward and punishment system aims to strengthen incentive measures. We all know that the "big pot" approach results in everyone being unwilling to work hard, as doing more or less yields the same outcome. Therefore, for current dealer enterprises, a reward and punishment system helps stimulate employee enthusiasm and meets the development needs under realistic conditions. Of course, rewards and punishments should be strategic. I think they can be approached from two levels: material rewards, such as bonuses and sales commissions, and spiritual incentives, such as monthly evaluations where winners receive not only material rewards but also spiritual encouragement, like training opportunities, paid leave days, or honorary certificates. Combining both wins employees' hearts.
The main contents of a reward and punishment system include: first, general reward principles, i.e., what is encouraged and what is opposed; second, detailed reward items and requirements, including forms and amounts; third, punishment principles and contents, mainly constraints on behaviors that may harm company interests.
Attendance System Attendance is also a form of constraint, aiming to ensure employees complete work on time and with quality. For sales-oriented dealer enterprises, attendance is just a time management tool, not the primary means. Its purpose is to remind employees to arrive on time and ensure working hours.
Business Standards This is a crucial part of system establishment, as it is key to maintaining competitiveness in the market. I think business standards mainly include the following:
- Product Selection: For development, dealers must choose suitable products. Dealers themselves need judgment ability, and if they communicate with core employees, new products will face less resistance during promotion, mainly because employees participate in the selection process.
- Market Development Principles: This includes selecting downstream customers, methods to win their recognition, which regions and channels to prioritize, etc. Detailed standards and requirements are needed, though different products may have different principles, so decisions should be based on actual conditions.
- Market Management Principles: Including delivery, returns and exchanges, and channel conflict management.
- Behavioral Standards for Sales Staff: This is fundamental; only by doing well themselves can they influence others. This mainly includes work standards, daily operations, and management processes.
- Internal Affairs Management: Mainly covering administration, warehousing, finance, and other support departments. During business standardization, it may be necessary to break their conventional thinking to focus on business development.
Business standards start from product selection and extend to market operations and company logistics support. Through standardization, all employee behaviors have a basis, gradually forming habits and becoming standards, thus creating a unique internal management system for the dealer enterprise.
The above four aspects basically set requirements and standards for employee behavior and actions. This is the foundation, but merely having these rules cannot truly solve problems. Therefore, the execution of systems is what determines whether they are suitable and beneficial for the dealer's development.
Second: Execution and Management of Systems
Execution of systems ensures the organization operates normally, as "without rules, nothing can be accomplished." Whether execution is successful depends on management. In any organization, people are always the most important, and managing people is the most difficult task. I believe people management is mainly emotional management because systems are rigid, but people are emotional. This is very important in the dealer's development process because you are not yet strong; rules and regulations are just a lever and measurement standard. Emotional management facilitates communication and helps employees identify with the company from the bottom of their hearts. This identification reduces the rigidity in management and encourages employees to consciously uphold the "dignity" of the systems.
Of course, during the execution and management of systems, one should not rigidly follow past practices. Rules should be revised according to market changes and even company development needs to keep pace with enterprise growth. Management is not an end but a means for sustainable development; going too far is as bad as not going far enough, so moderation is key.
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