Distributors of all types across the country dream night and day of achieving explosive sales, hoping to sell products like hotcakes every day and make a fortune every year. This is a beautiful ideal. However, often things go contrary to wishes, and many distributors are currently in the midst of sales difficulties, even feeling overwhelmed or blank-minded when facing terminal sales, with headaches. Indeed, terminal sales for distributors are not a simple issue. How to make distributors' sales better and better, achieving excellent or even explosive sales? This is a major challenge faced by many enterprises and distributors alike, and it is an urgent problem that needs effective solutions.

So, how can distributors achieve excellent or even explosive sales, leaving behind the days of weak and painful sales? Through years of frontline market sales experience, and analyzing terminal sales challenges and solutions with nearly a hundred distributors, I have focused on cracking terminal sales problems based on the reality of the market and distributors, gradually leading sales onto a gratifying path, even achieving explosive sales.

Through years of practical effort, I have found that terminal sales are not a tough bone to chew—terminal sales can actually achieve good or even explosive results, as long as distributors and their marketing teams adopt the right methods, are willing to work hard, and do the necessary work solidly. Then they can achieve better, excellent, or even persistently explosive sales.

Since the goal is to achieve better or even explosive sales, it is necessary to put in some hard work and do the necessary groundwork to achieve a qualitative change from quantitative accumulation, gradually advancing terminal sales to a leap. Among these, the first thing a distributor must do to achieve explosive sales is to plan the overall operation of the regional market.

The Book of Rites · The Doctrine of the Mean says: "In all things, success depends on previous preparation, and without such preparation there will be failure." This means that to succeed, one must plan ahead. In fact, scientific planning plays a crucial role in advancing and succeeding in any endeavor. However, among the thousands of distributors I have come across from various industries, very few have complete, scientific, and practical regional market operation plans. That is to say, most distributors do not have the habit of overall operation planning for their regional markets. Their usual habit is to cooperate with manufacturers, receive the products, think about where to set up a store, find a few people, and then rush into sales without much thought or fuss.

Is this a good habit? Of course not. Especially in today's competitive market, the products that distributors represent may be handled by five, ten, or even fifteen, twenty, or thirty competitors in the same regional market. It is clear that without good planning, it is not easy to win over others and gain the favor of consumers by going into battle bare-chested. Therefore, to achieve better, excellent, or even explosive market sales, it is extremely important for distributors to first complete the overall operation plan for the regional market.

So, how to carry out regional market operation planning? What work needs to be done? There are mainly four aspects: market situation analysis, self-analysis, annual goal setting, and overall operation planning.

  1. Market Situation Analysis. Sun Tzu's The Art of War says: "Know the enemy and know yourself, and you can fight a hundred battles without defeat." We first conduct market situation analysis to understand the market, consumers, and competitors, to see market demand, consumer preferences and consumption habits, as well as competitors' strengths and weaknesses, thereby discovering breakthroughs and laying a solid foundation for achieving excellent sales of our products. Clearly, market situation analysis involves in-depth analysis of market capacity, consumption levels, consumption habits, competition, etc., to achieve "knowing the enemy" and prepare for "a hundred battles without defeat."

  2. Self-Analysis. This is the work of "knowing yourself." This is also easy to understand, because market conditions are realistic, and your own situation is also realistic. So, facing the realistic market situation, how do you attack the market with your realistic self-situation? Is it a reckless attack, or a clever victory based on your own strength? Especially the shortcomings of the market and competitors, how to leverage your own advantages, as well as your financial strength and team strength, all determine the different methods of operation. Facts have proven that only by basing on your actual situation, leveraging strengths and avoiding weaknesses, and attacking cleverly, can you turn disadvantages into advantages and achieve better, excellent, or even explosive sales.

  3. Setting Annual Goals. This goal should be based on your own capabilities and formulated scientifically, achieving steady progress and gradual development and growth. For example, if your regional market can accommodate 30 sales outlets in total, but you can only complete 8 outlets with your strength, what about the remaining 22 outlets? You definitely need to develop secondary distributors to complete the network. So, how many secondary distributors need to be developed, and when should the development and outlet setup be completed? This requires scientific planning. If you are capable, you can complete this work in one month to quickly expand the sales area; if your strength is insufficient, you can take three months, half a year, a year, or even two years to achieve this goal. As long as it is scientific and practical, the plan is successful. Therefore, goal setting should be based on your own abilities and strength, including main goals, number of outlets, number of distributors, sales volume, profits, etc., all must be clearly defined, then fully executed, and achieved step by step and in a timely manner.

  4. Overall Operation Planning. After completing the annual goal setting, you should plan the overall operation within the scope of this goal. This overall operation plan is to achieve the annual goal, that is, to make the realization of the annual goal concrete. Obviously, this involves many aspects, and each item is practical, such as team operation overall planning, network distribution overall planning, product launch overall planning, brand promotion overall planning, promotional activity overall planning, service implementation overall planning, explosive sales overall planning, passion management overall planning, etc.

For example, team operation overall planning means to achieve the annual goal, based on your own strength, how many people need to be recruited and what kind of people, to form what kind of marketing team, and then do the series of work to achieve sales goals according to plan and steps. Another example is network distribution overall planning, which has been partially discussed earlier, and specifically includes distribution planning, distribution development, distribution operation, and distribution management. This involves distribution development personnel, development methods and techniques, development goals, and after development, operational guidance and management for distributors. Another example is promotional activity overall planning, which is to plan promotional activities for the whole year, such as hype-type promotional activities, competitive promotional activities, special promotional activities, joint promotional activities, small series promotional activities, etc. How to complete corresponding promotional activities at low cost to lay the foundation for sales growth... These all require a scientific, clear, practical, effective, easy-to-execute, and low-cost plan. Only in this way can distributors, based on their own strength, solve problems step by step, improve sales step by step, and ultimately achieve excellent or even explosive sales.

From the above, it can be seen that regional market overall operation planning for distributors is not an optional task, but an important task that determines whether distributors can, based on their own strength, adapt to local conditions, leverage strengths and avoid weaknesses, and build up sales step by step. Moreover, through years of effort, distributors will not only avoid sales pain but also become more prosperous. Experience has proven that as long as distributors do all the work well, solve problems one by one, and persist in their efforts, sales will get better and better, even persistently explosive. This is a long-term process of effort, and also a process of performance rising from low to high. Clearly, doing a good job in overall operation planning for the regional market is the first step for distributors to reap gratifying sales results and achieve long-term operational success.

The Secret to Distributors' Hot Sales (Part 1) discussed overall operation planning, which is one of the tasks that many distributors have failed to do or do well. According to my understanding, most distributors almost choose to represent a product through some channel, pay the money, receive the goods, hurriedly find a few people to open a store, and then sales begin. But after a period of time, they find problems here and imperfections there. Among them, finding and recruiting excellent sales talents, improving sales personnel's skills, and managing personnel have become extremely urgent issues.

Yes, an enterprise should be people-oriented to win battles and succeed in the future, and distributors are no exception. Therefore, under the premise of overall operation planning, it is extremely important for distributors to do the marketing team work as well as possible before and after product launch. After all, things are accomplished by people. To achieve excellent or even explosive sales, you need a frontline market combat marketing team that is capable of fighting. Moreover, through excellent and low-cost operations, distributors can not only build and temper an excellent combat team within a certain period, effectively boost sales performance, but also save a lot of unnecessary expenses caused by the lack of an excellent team, including waste of funds and profits due to slow sales progress, etc.

So, how can distributors build and temper a capable marketing team? Shen Haizhong believes that with dedication and effort, building and tempering an excellent marketing team is not difficult. According to the actual situation of most distributors, the main work to build and temper an excellent marketing team includes complete planning of the marketing team, precise personnel recruitment, work skills that employees need to master and training improvement, scientific work planning and allocation, strict execution and problem solving with each responsible for their own duties, and collective ownership-style management.

  1. Complete Planning of the Marketing Team. After in-depth contact with nearly a hundred distributors, I found a problem: every distributor has seven or eight or even fifteen or sixteen sales personnel, that is, the number is not small but not large either. The strange thing is that with so many people, they have not formed an invincible marketing team, but are just scattered soldiers. Moreover, many distributors reported that some salespeople, after being recruited, worked for about ten days and then quietly quit without asking for wages. It can be seen that distributors do not have a strong idea of building and tempering a marketing team, nor the mechanism and action to solve employee sales problems, resulting in a situation where the number is impressive but it is just a heap of loose sand. Obviously, this is detrimental to the operation and development of distributors. Facing this situation, distributors should make a complete plan for the entire marketing team, gradually build and cultivate the team, and ensure that sales can achieve a qualitative leap within a certain period.

In fact, in the process of overall planning, distributors must first confirm how many people are needed, which depends on the distributor's financial strength, ability to build outlets, distribution development needs, and the size of the entire market. For example, if ten people are to be recruited, what will these ten people do, what work will they complete, what goals will they achieve, and what will relevant personnel need to do in a certain period? All must be clearly planned. Especially, it is very important to recruit personnel according to the classification of work, such as several people responsible for retail, several for community business development and sales, several for group purchases and engineering sales, several for network distribution, several for planning and tackling key problems, several for management innovation and performance... Which work should be tackled collectively first, and which work should be promoted by someone concurrently? Try to act according to your actual strength, do not try to become fat in one bite, but advance step by step, coordinate and cooperate well as a team, and do the work one by one.

Facts have proven that even if the number of people is small, funds are insufficient, and there are many things to do, as long as you know how to leverage strengths and avoid weaknesses and prioritize, difficulties can be eliminated, and distributors and marketing teams can embrace success early! It can be seen that overall planning of the marketing team makes work more goal-oriented, clearer, more efficient, and thus work benefits are more prominent.

  1. Precise Personnel Recruitment. Many distributors have complained to me or to my friends in marketing consulting about how to recruit usable sales talents. In fact, many distributors cannot even write a qualified recruitment advertisement, let alone see whether a candidate has "substance" when they come, or how to stimulate employees' potential in the future to effectively promote sales. In fact, this is a very basic task. To achieve excellent talent recruitment, first, you must be able to set standards, that is, write the recruitment materials for the personnel you need; second, you must be able to judge people, that is, see the candidate's strength and discover their strengths.

Among them, writing recruitment materials is not difficult. You mainly need to set the job responsibilities and application requirements. For example, for recruiting a department manager, the application requirements can be: 1. College degree or above, with more than four years of business development and department management experience; 2. Cheerful personality, good language expression and business negotiation skills; 3. Strong sense of responsibility, enterprising spirit, and sales team collaboration ability, with the ability to independently complete market development and sign contracts, and the ability to develop group purchase, engineering, and other businesses; 4. Strong sales planning and writing skills, with practical ability to participate in formulating distribution policy planning, retail sales planning, community promotion planning, group purchase sales planning, etc.; 5. Hardworking, able to complete work goals on time, with experience in a certain industry, and preference for those with sales planning and employee training abilities. It should be noted that if any employee has certain planning or training abilities, it shows they like to use their brains or have strong communication skills, which is more helpful for advancing work.

So, how to "judge people"? We can look at the following aspects: 1. Written resume; 2. Dress and manners; 3. Communication and negotiation ability; 4. Past work experience; 5. On-the-spot performance ability; 6. Ability to solve unexpected problems. Obviously, through the above professional assessment, an excellent talent or someone with potential to become excellent can be unearthed, which is extremely helpful for the distributor's future operation and development.

  1. Work Skills Employees Need to Master and Training Improvement. Company sales and operations should be people-oriented, and among them, employees' work skills are the most important. Therefore, distributors should, with the help and support of manufacturers, improve the work skills of team members one by one, including management skills, sales skills, explanation skills, service skills, customer development skills, and other related work skills. Obviously, only when every employee can handle their own work independently and complete it smoothly, and on the basis of teamwork, can the distributor's overall sales achieve a qualitative leap.

Clearly, three aspects are important: 1. The hard requirements for employees' work skills are important; 2. Team members should maintain the habit of learning and helping each other every day to jointly improve work ability; 3. With the help of the manufacturer, conduct effective training for employees to quickly improve work skills. Facts have proven that only through such efforts, through market tempering and timely training in advanced knowledge and skills, can a truly capable frontline market combat marketing team be established.

  1. Scientific Work Planning and Allocation. Lazy or unthinking people think there is nothing to do in the world, while diligent people find that work is never finished. Sometimes, diligent people face a "mountain" of work and feel at a loss because there is too much to do and they don't know where to start. This is reality. Therefore, whether you are someone who superficially finds no work to do, or someone who actually finds that there is too much work to achieve excellent or even explosive sales, you should calm down, and based on the company's overall work goals, scientifically plan work, arrange time, and allocate work, so that relevant work is completed by relevant personnel within relevant time to achieve relevant goals, and ultimately through long-term and joint efforts, achieve the company's ultimate goals.

Two issues should be noted: First, work planning should be reasonable. Some people are impatient and concentrate all work together, wanting to break through quickly, but due to factors such as personnel numbers, capabilities, and energy, the plan fails, delaying time and development. Therefore, planning should be scientific, neither aggressive nor lagging, and work should be done step by step with persistence. Many small successes become big successes. Why not do it! Second, every task should be assigned to a specific person, and the execution should be tracked and analyzed every day. If progress is slow, urge to speed up; if problems arise, immediately analyze and solve them collectively to ensure every task is completed on time. In this way, the distributor's overall sales will get better and better.

  1. Strict Execution and Problem Solving with Each Responsible for Their Own Duties. People are sometimes lazy. If a task can be done by many people and is not assigned to a specific person, it is often the hardest to complete, or the speed and quality are the least ideal. I think many distributors have deep feelings about this. So, how can every task be done with high quality? In fact, the end of the fourth part above has already discussed some of this. Here, I will elaborate on the whole, which includes four aspects: 1. Assign work to people, each responsible for their own duties; 2. Advance on time, strictly execute; 3. Register daily, urge improvement; 4. Feedback on problems, solve promptly.

Among them, the first point requires that every task has a "master," not "leftover men and women," to ensure that every task is completed on time. The second point requires employees to formulate a scientific work schedule and execute the work step by step according to plan. The third point is a must: register the progress of every task, first look at the "surface" to see if progress matches the plan, and second look at the "heart" to see if work quality meets predetermined standards, then promptly urge handling of deficiencies to ensure no task "falls behind." The fourth point is very important, because many distributors and their employees are extremely passionate at the beginning, but due to encountering some problems that are not solved in time, problems accumulate, gradually losing momentum, and sales performance becomes miserable. Facing this situation, a problem-solving mechanism should be formed, which can be divided into four steps: 1. Discover problems and provide feedback promptly, do not be afraid of problems occurring or existing; 2. The distributor team immediately solves them collectively; 3. If the team has no good solution, immediately request manufacturer support to solve; 4. Adopt solutions to quickly resolve difficulties, so that work fully achieves expected goals.

  1. Collective Ownership-Style Management. Since it is a team, it is equivalent to a big family, and the relationship among members is extremely important. In fact, if distributors think more for employees, including work environment, salary and benefits, work skills, development space, etc., and employees think more for distributors, the atmosphere formed will be very beautiful. Everyone works wholeheartedly, team efficiency will be several times higher, and the distributor's overall sales will be significantly promoted. This is a win-win situation.

Therefore, distributors should have the willingness to do long-term business, strengthen and expand their own companies, attach importance to the building and tempering of marketing teams, and work together with employees, not only doing the current work well, but also treating their development as everyone's career, sharing benefits. To achieve this, distributors must adopt collective ownership-style management, making every employee regard themselves as the owner of the company and be respected by everyone. In this way, every employee works harder and thinks about the company's sales and development everywhere. In this way, excellent or even explosive sales of products, and everyone's bright future, can be realized with solid foundation.

In summary, building and tempering a capable frontline market combat marketing team is a guarantee for achieving excellent or even explosive sales, and it is an important task that must be done. In fact, although it is somewhat difficult for distributors to build and temper such a marketing team on their own, distributors can completely request help from manufacturers, who can assist them in doing this work well. Moreover, as long as distributors have confidence, the willingness to strengthen and expand their business, and persistent efforts, building and tempering an excellent marketing team is only a matter of time, because this is a task that can be done well with a certain amount of time and effort.

To achieve long-term and excellent sales, distributors must do many necessary tasks well, such as network improvement. We find that many distributors' sales have not been able to rise, and most of the time there is a reason: distribution work has not been done well, and the sales network has not been able to be improved. For example, Zhang Wu is a distributor for a certain brand in the Guangzhou market. He should develop the markets of all 10 districts under Guangzhou, including Yuexiu, Haizhu, Liwan, Tianhe, Baiyun, Huangpu, Huadu, Panyu, Nansha, and Luogang, as well as the two county-level cities of Conghua and Zengcheng. However, after more than two years, Zhang Wu only set up a few sales points in districts such as Baiyun, Panyu, Haizhu, and Liwan, while other markets are like a blank sheet of paper... In this way, how can sales be increased on a large scale!

This is a dilemma faced by most distributors. Due to limitations in financial strength, network development ability, operation management ability, etc., the market network is often difficult to improve quickly, directly affecting the sales and development of products in the entire regional market. In fact, this is a very serious problem. Many distributors' sales cannot rise, and this situation has a great deal to do with it. Therefore, this is a problem that distributors must overcome. Although it is somewhat difficult for distributors, Shen Haizhong believes that as long as you sort out your thinking and adopt scientific development methods, the problem of network distribution is not difficult to solve. At the same time, distributors can also request help from manufacturers to jointly improve the regional market network, which is beneficial to both distributors and manufacturers.

Facts have proven that quickly improving the regional market network is not a difficult task, but a "good job" that can yield corresponding returns with a certain amount of effort. So, how can we quickly carry out distribution development and improve the network? There are mainly four aspects: 1. Regional market network planning; 2. Regional market network development; 3. Regional market network operation; 4. Regional market network management.

  1. Regional Market Network Planning. Doing this work well mainly involves three aspects: 1. Self-capability assessment, that is, based on your financial strength, team strength, operation experience, management strength, etc., assess how to carry out network distribution development and operation, including how many outlets you can build, how many people will complete the distribution development work, etc.; 2. Market situation assessment, that is, assess the entire regional market, such as how many outlets the entire regional market can accommodate, and these outlets are necessary, neither too many nor too few. This requires assessment by area, population, business opportunities, etc., to lay the foundation for the next step of distribution development; 3. Distribution planning, mainly planning for building your own outlets, planning for developing secondary distributors for the remaining outlets, planning for building the remaining outlets, as well as the entire distribution development schedule and outlet construction table. In this way, distributors can carry out network planning and operation according to their capabilities, gradually improve the network, and thus continuously increase sales performance.

Among them, it should be noted that network layout is very particular and has a huge impact. For example, if several outlets are set up in a certain area, but there are not enough consumers, it is a waste; while if only one outlet or no outlet is set up in a certain area, sales will still be insufficient, which is also a waste. Therefore, it is necessary to go deep into the market frontline to investigate and inspect, and plan outlets by area, population, business opportunities, and competitive situation, so as to be just right, avoiding outlets "fighting" each other or missing outlets letting sales opportunities walk away.

  1. Regional Market Network Development. Network distribution development should be the most headache for distributors and even manufacturers, but when you sort out the work, you will find that it is not complicated or difficult. In fact, to do network distribution development well, four steps are perfect. First, development plan and goals, that is, the development time plan for the first stage, area planning, and determination of development goals. At the same time, you can set the plans and goals for the second and third stages. Generally, it is enough to do the network distribution development work in three stages. Second, development personnel execution table, which involves specific people and time for development work. Time, place, goals, personnel, etc., must all be unified to achieve excellent development results. Third, determine the methods of distribution development. This is the most headache for distributors and manufacturers, but in fact it is not difficult—distributors can completely adopt different development methods based on the development personnel's local connections and practical abilities, such as relationship distribution development, hype distribution development, visit distribution development, etc., to do the development work well. Fourth, problem solving and tackling in distribution development, that is, when problems arise during development, distributors or manufacturers should immediately organize everyone, even using the manufacturer's think tank, to quickly solve the problems in distribution development. This not only helps employees' work enthusiasm but also greatly helps the distributor's overall operation work. In addition, distributors can also organize development employees to tackle key problems, strike hard, quickly complete distribution development work, and improve the entire sales network.

  2. Regional Market Network Operation. Finding distributors step by step and laying out outlets completely is only the prelude, because all this work is to achieve better sales, and scientific network operation is an important link to ensure steady sales growth. Therefore, distributors should do a comprehensive job in network operation, including excellent operation of their own outlets and excellent operation of all secondary distributors. In this regard, there are several aspects of work to do, such as stocking work, including stocking for their own outlets and distributor outlets. In addition to doing ordinary shipping work, they should also do statistical analysis, study the sales situation of each outlet, find problems, and ensure that each outlet's sales get better and better; another example is business development work. Many times, it is not that once a store is opened, all sales can be completed in the store. Distributors and distributors also need to go out of the store to develop business in the market, so that sales continue to rise. It can be seen that network operation is a systematic task. Distributors need to do it solidly, so that the efforts of network distribution development can grow into the fruits of network operation sales.

  3. Regional Market Network Management. Management can increase sales value, so management is regarded as a "sweet pastry" by many large enterprises and is particularly valued. In fact, distributors should also do management work well, especially the management of the overall network operation in the regional market. Because only when management is in place can network operation exert its greatest charm, making sales continuously climb to new heights, and more importantly, enabling sales to remain at a high level for a longer period, becoming a sales king that is difficult for competitors to defeat. Obviously, network management involves a lot of work, among which several important items are personnel management, distribution quality management, outlet quality management, actual sales quality management, and other content that plays an important role in sales.

For example, distribution quality management, one point is the management of distributor operation quality. That is, after finding some distributors and operating for a period of time, some distributors have good sales performance, while others have unsatisfactory performance. Why is this? Can distributors let them go freely? Letting them go freely is gradually moving toward death, so of course it cannot be allowed. Therefore, distributors should discover this "sign" at the first time, deeply analyze the reasons for poor sales performance, quickly help distributors solve problems, and improve performance step by step. In this way, everyone can achieve better cooperation, have more motivation, and it is not surprising to achieve excellent or even explosive sales in the future.

Overall, at present, network distribution and management in regional markets have not been valued by most distributors and manufacturers, or some distributors want to quickly improve the network, but their own capabilities and financial resources are limited, and ultimately they have the heart but not the strength, and fail to improve the network. Obviously, this is not the performance that distributors and manufacturers should have, because if a distributor has ten mu of land but only cultivates his own one mu and three fen, and lets the eight mu and seven fen under his jurisdiction go to waste, it is really a pity. Clearly, this is a shared responsibility of distributors and manufacturers. Shen Haizhong believes that only by working hard and effectively cultivating all the land can distributors and manufacturers plant more seeds and reap rich hopes... And this is exactly the common pursuit of distributors and manufacturers. Facts have proven that as long as you dare to act, work hard, and make efforts, doing distribution development well and quickly improving the sales network can be completed satisfactorily soon.

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