When I visit distributors in the market, I often hear them complain about certain salespeople: "irresponsible towards distributors and the market," "never considerate of customers' feelings," "always siding with the manufacturer," "dishonest and unreliable," "always delaying problem resolution," "acting superior," "interfering too much," and so on. Many salespeople have been in the job for seven or eight years without knowing what kind of salesperson distributors like—that is truly sad. From the salesperson's perspective, I see very few who actually study how to satisfy distributors and ensure smooth business operations. I believe that to be a champion salesperson, or one who is liked and even respected by distributors, is something we need to research and understand. So, which types of salespeople do distributors like?

1. Advisory Salespeople Advisory salespeople are generally knowledgeable, experienced, and good at summarizing. They have a deep understanding of the industry, solid marketing and management knowledge, and practical experience in market operations.

I estimate that over 80% of distributors in the market today have operational models and management methods that lag behind modern supermarket requirements and are also behind manufacturers' operations. As a salesperson, there is ample opportunity to provide guidance and training to these distributors in an advisory capacity.

Key areas for guidance and training include:

  1. Whether their organizational structure and operating methods are reasonable, meet market requirements, and align with professional specialization.
  2. Whether performance appraisal is solely based on sales volume or includes both qualitative and quantitative measures, and whether the appraisal items are reasonable.
  3. Whether organizational skills meet market demands, and whether sales managers' capabilities meet business requirements.
  4. Whether various tasks are institutionalized, process-oriented, and standardized. For example, how sales meetings are conducted, whether they are held regularly, and what content is discussed.
  5. Whether financial management includes inventory ledgers; whether cashier and accountant roles are clearly divided; and whether there are clear systems and processes for cash management, accounts receivable, and inventory management.
  6. Whether offices and warehouses comply with "5S" requirements.
  7. Whether warehouse management has standards and systems, such as "first-in, first-out," "daily settlement and monthly reconciliation," "rain, fire, lightning, moisture, and theft prevention," clear labeling, and placement according to marked lines. Also, whether there are detailed records of daily incoming and outgoing goods to ensure consistency between accounts and actual inventory.
  8. Whether order tracking and invoicing processes are clear, and whether there are after-sales service standards.
  9. Whether customer visits are routinized and standardized.
  10. Whether product selection, manufacturer selection, and brand selection are reasonable, as product structure relates to the distributor's profit model.
  11. Whether the markup rates for supermarkets and secondary wholesalers are reasonable, as this affects profitability, market share, and competitiveness.
  12. How to develop markets, which markets to develop first, how to manage secondary wholesalers, how to create customer files, how to negotiate with retail buyers, and how to conduct promotional activities.

All the above can be discussed in an advisory capacity, offering your views and suggestions to help clients improve, so they grow and develop under your guidance. You can also provide training to their staff based on their needs. In doing so, you become the distributor's teacher, and you gain substantial insights from the discussions. Your business will naturally thrive—after all, wouldn't students listen to their teacher?

2. Benefit-Seeking Salespeople Most distributors are "profit-driven." Without benefits, even the best products or a promising manufacturer—even a Fortune 500 company—means nothing to them. In my view, you should appeal to distributors with benefits, and again with benefits.

Manufacturers typically allocate funds for promotions, gifts, terminal expenses, advertising, rebates, and transportation subsidies. It all depends on whether you have the ability to secure them and how you go about it.

I once had a very capable salesperson under me who was worth learning from in terms of securing benefits. Whenever he entered a new market, he would first identify a representative supermarket, then persuade the distributor to invest in making that supermarket's display, end-cap, in-store advertising, promotions, and in-store demonstrations excellent. Next, he would invite his supervisor to visit the market for inspection and guidance. He would tell his supervisor that this store was very representative, could generate a certain monthly output, bring significant returns to the company, and encourage other supermarkets to follow suit. Then he would request company support for expenses to create a model street and a model market. As a supervisor, having such a salesperson in your area brings honor. After all, expenses are spent anyway; what matters is performance. For the distributor, facing such a thoughtful salesperson who also brings benefits—why not?

3. Problem-Solving Salespeople Market problems occur almost daily, but often distributors' complaints stem from salespeople not addressing issues promptly. Over time, problems accumulate, deepening the distributor's negative view of the manufacturer, eventually turning into a hostile relationship.

Common issues that need timely resolution include:

  1. Handling product quality complaints: Must be addressed as quickly as possible, especially consumer complaints. React promptly, following the principle of "external first, internal later," meaning stabilize the emotions of the distributor and consumer, offer compensation to appease their resentment, and then take disciplinary action against internal staff.
  2. Handling complaints about expense reimbursements: We often encounter distributors who advance expenses for entry fees, barcode fees, end-cap fees, anniversary and holiday fees, terminal contract fees, terminal rebates, advertising and promotion expenses, but are not reimbursed promptly. You must be true to your word regarding expenses. A distributor once told me a classic saying: "To assess a person or a manufacturer, just see if expenses are reimbursed promptly—that reveals their integrity."
  3. Handling complaints about cross-regional selling (channel conflict): Many salespeople tend to delay dealing with distributor cross-regional selling. At the salesperson level, I believe you should first report to your supervisor promptly, detailing the product name, quantity, location, store name, time, amount, the distributor's reaction, the severity, and the damage to the market. Then wait for your supervisor's decision and promptly inform your distributor of the outcome.
  4. Handling complaints about returns: Salespeople must master the return standards and procedures to avoid being caught off guard when distributors request returns. Returns from supermarkets and distributors are inevitable; as long as you can exchange goods promptly or follow the system, it's fine.

Of course, there are many other market issues, such as delayed delivery, poor service quality, inaccurate financial statements, short shipments, and failure to execute promotional plans as scheduled. As a salesperson, as long as you remember to handle things "promptly, accurately, according to standards, and according to procedures," I believe you will become an excellent problem-solving salesperson.

4. Hardworking Salespeople To achieve the above three types, one must be quite skilled, and such salespeople are generally liked by distributors. However, many salespeople lack knowledge, experience, and average skills. My suggestion is that you must be diligent. As the saying goes, "Heaven rewards the diligent." Diligence will never make you disliked.

I recall a salesperson named Chen, 23 years old, fresh out of school, who had been in sales for less than five months when he was assigned to Yichang, Hubei. The Yichang market had been a challenge for their factory: three previous salespeople had failed to find a distributor to cooperate with. There was one potential client whom they had repeatedly approached without success. When Xiao Chen arrived in Yichang, he first stayed in a small inn costing 20 yuan a night, not daring to stay in better accommodations since he had no sales results. After much thought, he came up with an idea. He went to the potential client and asked if they were hiring, offering to work for free with three meals provided. The boss thought, "Is there such a good deal in the world?" Xiao Chen saw the boss's skepticism and said he could try it out. The boss agreed.

After joining the company, Xiao Chen quickly bonded with the distributor's sales staff, helping them load and distribute goods. Every day, he would also help the boss count inventory, settle accounts, and clean up, proactively doing any task he saw.

Coincidentally, the boss's mother fell ill and needed hospitalization with no one to care for her. Xiao Chen volunteered to take care of her. He attended to her meals, medication, and every need with great care. In fact, the mother even wanted to stay in the hospital a few more days.

It was only then that the boss remembered to ask Xiao Chen why he didn't want a salary. Xiao Chen then revealed that he was from XX Paper Company. The boss finally understood.

Xiao Chen earned the distributor's appreciation through his diligence. I believe no one dislikes a diligent person. When your knowledge, experience, skills, and education are inferior, this is not a bad approach. Even if you are experienced and skilled, diligence is still necessary.

What kind of salesperson do distributors like? I think if you understand distributors' needs and think from their perspective, you will do well and become someone they like.

In fact, gaining the distributor's liking means half your business is successful.

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