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As rural consumption levels rise and farmers' brand awareness awakens, facing the big cake of the township market, liquor companies are waging a fierce battle to go down to the countryside and villages, all wanting a piece of the pie.
However, having heard many theories and seen many successful cases, how to enter the township market in one's own region has become an urgent problem for dealers. The author, "retreating to weave nets," after surveying all weak township and county markets in the region and studying successful township development examples, has derived a four-step method: "Build a team, set standards, create models, and ensure implementation," to share with readers.
Build a Team: Form "Dedicated Vehicles, Dedicated Personnel, and Professional Assessment"
- For a market to develop healthily and sustainably, a professional and stable sales team is essential. Based on the actual situation of the township market, a certain dealer invested 5 salespeople and 3 vehicles, with a reasonable division of labor. The market governs 20 townships, bisected by National Highway 320. Using the highway as a boundary, one delivery truck is assigned to each side, and the county town is designated as a separate area, with a dedicated person responsible for self-built and special channels, forming a management model with clear division of labor and responsibility to individuals.
- With dedicated personnel and vehicles, and combining customers with salespeople, a "Salesperson Salary Assessment Plan" was formulated, implementing the management principles of "more work, more pay; distribution according to work; heavy rewards for new products." With progress checks every five days, meetings every ten days, and monthly assessments, salesperson enthusiasm has greatly increased, and combat effectiveness has been significantly enhanced.
Implement the "8 Key Points for County and Township Market Development" to Achieve a New Situation in Township Development
- Previously, the company issued several standards, but the effect was not obvious, and this market was no exception. Why? It's like time: when people wear one watch, they can determine the time, but with two watches, they are at a loss. Therefore, there can only be one standard for market operations, and only by adhering to this standard long-term can you achieve twice the result with half the effort.
- Standards are important, but formulating standards is especially important. "Water has no fixed form, and markets have no fixed trend." To formulate standards for township market operations, we visited all weak county and township markets and then formulated a programmatic, typical "8 Key Points for County and Township Market Development," which pointed the direction for township development in this market. The dealer's boss and salespeople, after studying this plan, are full of confidence and high morale. Here is a special rhyme:
Assessment with dedicated vehicles and personnel is essential, otherwise development is hard to achieve. The boss's inspection is key; if you don't look, it becomes chaotic. Product construction 6-10, differentiated products make the most money. Model markets three threes, building the network cannot be delayed. Market distribution in 8 steps, honest management for long-term success. Dedicated shelves visible at the entrance, long-term persistence is the real challenge. Products fresh and prices stable, one violation costs a thousand. Self-built channels must be valued, after a year all will smile. Note: "Product construction 6-10" means that in township market terminal stores, a store with 1 room should stock at least 6 varieties, and a store with 2 rooms should stock at least 10 varieties. "Model markets three threes" means that at the county level, at least 30% of townships should be model townships, and in each township, 3 model supermarkets and 3 model wholesalers should be established. 3. Sales personnel strictly implement the "8 Steps for Customer Salesperson Market Distribution" formulated by the office, namely: 1 Look, 2 Discuss, 3 Push, 4 Unload, 5 Arrange, 6 Collect, 7 Record, 8 Settle. The township market has achieved a new situation of diversified terminal varieties, maximized display space, unified prices, fresh dates, and harmonious customer relations.
One Look: Upon entering each store, after greeting the owner, the salesperson first checks the product display, checking whether products are neatly arranged, whether there are shortages, and whether there are near-expiry or expired products. Two Discuss: Discuss with the terminal owner about new products entering the store, replenishing stock, etc., and also let the owner taste new products on the spot and solicit feedback. Three Push: If the terminal customer operates competing products or is a high-volume seller, consider how to get the owner to stock more products, with the aim of occupying terminal inventory and squeezing out competitors. Four Unload: After communicating well with the terminal owner, you can start unloading goods. Be careful to handle them gently to avoid damaging products and causing losses. Five Arrange: When arranging products, follow the product display principles: new products in front, double-row display; bagged products on top, single items below, vertical display. Six Collect: Count and collect defective products or near-expiry or expired products. Seven Record: Prepare a notebook to record in detail the terminal owner's opinions and other details. Eight Settle: The final step is to issue the invoice and settle the account, then bid farewell to the terminal owner, completing the distribution work for that terminal store.
Create Models: "The Power of Example is Infinite" This market has 20 townships, and in each township, there are 1-3 terminals with relatively large area or sales volume. Doing a good job with these 1-3 terminal stores will set a learning example for other terminals in the township. Therefore, doing model stores well is particularly important. When creating model stores in the township market, we follow three principles.
Ensure Implementation: Strong Execution, the Powerful Weapon for County and Township Development Ensuring implementation means executing with force. Execution is the ability to turn ideas into actions and actions into results, thereby completing tasks with quality and quantity. As an enterprise, no matter how great the goals and concepts, or how perfect the operational plans, if they cannot be strongly executed, they will ultimately be nothing but paper talk. To implement the office's county and township development plan, this market adopted the following 4 methods for supervision and execution.
Every morning, salespeople report to the manager on the previous day's township market development implementation, achievements, and existing problems.
Every 5 days, a collective salesperson meeting is held to brainstorm and solve difficulties in township market development.
Every 10 days, a township market development progress table is issued, so that every salesperson is clear about their work progress, creating a good competitive atmosphere of "compare, learn, catch up, help, and surpass."
At the end of each month, the monthly township market development progress assessment is announced, rewarding the advanced and spurring on the backward.
Finally, let's share the "Five Do" spirit of this trading company, to encourage each other:
Do simple work repeatedly, Do repeated work persistently, Doing what you are unwilling to do is called breakthrough, Doing what you dare not do is called innovation, Doing what you cannot do is called change.
Source: China Marketing Communication Network