Friendly reminder: Click the ↑ above on “FMCG Distributor Professional Consulting” to learn more about marketing and distributor internal management. The six characters “people, finance, resources, responsibility, authority, and interests” can almost summarize the management of any company. First character: People—all individuals in the marketing chain. I. Employees

  1. The marketing system is like an iron camp with a constant flow of soldiers. When building a team, a company should adopt the concept of three thirds: one-third will not stay, one-third are barely usable, and one-third are stable and excellent. Therefore, personnel management should have the awareness of “select, cultivate, use, and retain.” Liu Chuanzhi said that even the best project should not be undertaken without the right people. Ultimately, running a company is about managing people.
  2. For new companies, using suitable employees is more important than using brilliant ones. New employees should be guided primarily, while old employees should be assessed primarily. In mature markets, use steady employees; in growth markets, use pioneering employees—that is, use different people for defense and offense.
  3. To judge or assess an employee, one should evaluate from four dimensions: “morality, ability, diligence, and performance.” Do not make subjective evaluations detached from specific indicators and events. II. Customers:
  4. When selecting customers, consider their type, energy, and channel contact, i.e., the number and quality of outlets.
  5. Customer management is a dynamic balance. If one customer dominates or the channel is stagnant, the channel loses vitality; if customers are unstable, sales are not guaranteed. III. Consumers Position products and markets according to consumer needs; use communication methods and promotional tactics to solve market sell-through issues; “terminal vividness” that attracts consumers’ eyes never goes out of style. Second character: Finance—the core of marketing management is financial management.
  6. Have an awareness of input-output. Excellent employees can calculate the break-even point through effort; the fastest way is to find a benchmark—competitors.
  7. Strictly implementing the company’s financial systems and marketing policies is not only being responsible to the company but also avoiding trouble for yourself; respecting the system is respecting yourself.
  8. Expense control is always a challenge, so there must be concepts of effectiveness and efficiency. Effectiveness means that investing people and money directly yields sales; efficiency refers to later returns and sustainable market development. The type of market and the stage of market development determine whether we should prioritize effectiveness or efficiency.
  9. Marketing work always speaks with numbers, and one must be able to explain the meaning behind the numbers—that is, do the math first, then the narrative. Third character: Resources—refers to resources.
  10. Product is the primary resource. If this resource has problems, the subsequent market will face a hundred difficulties.
  11. Market investment, if used well and generates returns, is the best reason for reapplication, and approval will be fast.
  12. Mobilizing customer resources is an important means of market development, i.e., coverage rate and sell-through rate.
  13. For materials, suitability is more important than exquisiteness; management is more important than distribution. Fourth character: Responsibility—refers to responsibility.
  14. Sales volume is the primary task of marketing personnel and the embodiment of your value. Sales are results-oriented, and success or failure is judged by outcomes. It is indeed cruel, but unavoidable.
  15. Basic market skills: “If you don’t practice, you’ll be empty-handed in old age.” Terminal eight standards and customer relationship maintenance are basic market skills, and they also temper the will of marketing personnel and serve as a ladder to target sales. The quality and quantity of customers and outlets are the basis for sales, policies, investment, and market information. Marketing personnel focusing their energy on this is a manifestation of due diligence.
  16. Everyone is responsible for the company’s reputation, brand reputation, product reputation, and team honor. Fifth character: Authority—refers to the scope of responsibility and power.
  17. Delegation: Arbitrary delegation and revocation are major taboos in management; they disrupt the entire management system and morale. Reasonable delegation can rejuvenate the company or market. The core is to whom to delegate, which tests the wisdom and ability to recognize talent of the delegator.
  18. Exercising power: Failing to exercise power fully is dereliction of duty. Paying attention to law, reason, and emotion in the process of exercising power better reflects cultivation and magnanimity, thereby increasing team cohesion and centripetal force. Exercising power can also be applied upward, i.e., managing leaders.
  19. Overstepping authority: Reaching too far and doing others’ jobs leads to subordinates becoming lazy, irresponsible, and lacking initiative. Sixth character: Interests—refers to interests.
  20. Interests are the driving force of the entire marketing chain and an invisible hand controlling the market. Profit margins are the basic guarantee for customer loyalty, channel vitality, and terminal sell-through.
  21. Timely employee income, expense reimbursement, and distributor policy fulfillment are not only interests but also confidence.
  22. Regarding interest distribution, the most important point: Do not treat good people and honest people unfairly; otherwise, the number of good and honest people in your team will decrease, and a bunch of “ghosts and monsters” will fill the team, causing you headaches and making sales and management impossible. Second, do not treat capable people unfairly; if you do, they will soon stand among your competitors. This applies equally to employee management and customer management. --------------------------------------

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