Survival Laws Law 1: As long as you have a strong will to do marketing, even without any marketing knowledge or skills, you can survive. The U.S. Army Survival Manual states at the outset: Many survival cases show that a firm and strong will can overcome many difficulties. There is a case where a man was trapped in a desert for 8 days without water or food, and without any survival skills training, so he did nothing right, but he wanted to live. Relying on his firm will and belief, he survived. With training, equipment, and the will to survive, you can conquer all obstacles and survive. No matter what problems you encounter, a "survival attitude" is extremely important. Be prepared for various problems and difficulties in advance, both mentally and practically, which can prepare you for "habitual actions" later. Because in emergencies, you have no time to learn or even ask for advice. Knowledge and training about survival will give you confidence—a survival attitude—that prepares you for any unexpected events, even if you may not be fully aware at the time. Without a positive attitude, it is easy to panic when in danger. Performance Laws Law 2: Ordinary salespeople treat customers as gods; excellent salespeople make customers worship them as gods of wealth. Customers distribute or purchase your products because you can maximize their interests. No matter how carefully you serve customers, you may be far from meeting their profit-maximization needs. Make customers understand: (1) Letting you distribute my product is giving you a chance to make money—I am not giving you a product, but a bright future; (2) We either become comrades in the same trench or competitors—would you rather have me as a strong competitor? If you don't distribute my product, you will regret it. If you sell an egg, the egg is not worth much. But if you sell a poultry farming business where "eggs hatch chickens, and chickens lay eggs," an egg becomes valuable—what is valuable is not the egg itself, but your unique insight into the egg. Law 3: As long as you help customers sell their products, your products will also be sold. The task of a salesperson is not to solve your own problems, but to solve your customers' problems—because customers need you, and therefore the company needs you. A hotel owner was worried about poor business when a distillery salesperson happened to call. The owner decided to "fleece" the salesperson by charging a high entry fee. But the salesperson didn't talk about selling wine at all; the conversation revolved around the hotel's business. The owner was inspired and immediately set up a banquet to consult the salesperson. Of course, not only was the product entry into the hotel resolved, but product sales also expanded because the hotel business thrived. When a salesperson asked me how to sell products to customers, I told him: "As long as you help customers sell their products and make money, your products will be sold." When someone asked me how to solve the problem of credit sales, I also told him: "As long as you help your customers solve their credit sales problem, customers will pay cash for your goods." Law 4: Performance comes from opportunities; to achieve performance, first find opportunities. Fighting to the death in well-known areas may also yield performance, but the cost is too high and not worth it. To achieve performance, you must first have enough insight to discover opportunities that others haven't seen—this is the so-called blue ocean. Achieving performance is like attacking a city in war: open a breach, and the whole city is yours. Opportunity is the breach of the whole city. Law 5: Make work that generates both current sales and future sales, so that your performance is unbeatable. If you think every day about how to complete the monthly sales task, your work may be mortgaging future sales, and you will only go downhill. If you do work that contributes to sustained sales growth, and each task generates "incremental" sales, then each month's sales will continue to increase based on the previous month's sales. Promotion Laws Law 6: Choosing a fast-growing company is more important than choosing a prestigious one. A prestigious company may train you step by step according to a "career plan," and you might climb to a good position when you are old and gray. But in such a company, you will feel that no one is indispensable, including yourself. A company full of problems may be eager for you, or you may be irreplaceable. But note: unless you can control the company, you cannot save its fate. A fast-growing company can continuously create new positions, and a new position usually drives 3-5 people to be promoted in succession because each promoted person vacates their original position. Some people get promoted quickly not because they are more capable, but because there are more positions waiting to be filled. In a fast-growing company, promotion is like sailing with the wind; your speed is boosted by both wind and current, and the company's rapid development inevitably drives your rapid progress. Whether in a large or small company, if there is no growth, your promotion only has the following paths: First, your boss retires—if your boss is younger than you, you are even more unlucky. Second, wait for your boss to make mistakes—your boss may be more cautious than you. Third, wait for your boss to be promoted—your boss may be even more worried than you. Law 7: Follow a boss who is promoted quickly, and you can also be promoted quickly. Learn to choose your boss. Only when your boss is promoted do you have the chance to take over. More importantly, a boss who is promoted quickly must have special skills. By observing and learning from your boss, you may also learn some promotion "secrets." After all, the most important training is the boss's assimilation of you. Law 8: It is best not to prove your ability with performance, but with influence. Smart people only use performance to verify their ability, not to prove it. Because turning ability into performance is a long process, and there are many factors beyond ability's control. Smart people rely on influence to gain recognition from their superiors. What is influence? It is when your boss thinks you are capable before you even start. Some people sit in important positions before they start, while others with outstanding performance are not promoted. Don't complain; this is the workplace rule. Law 9: Choosing a market with growth potential is more important than choosing a good market. Choosing a target market is as important as choosing a company and a boss. Starting a poor market is not a short-term effort, and bosses often have a "Matthew effect" mindset: the better the market, the more support; the worse the market, the less support. Working on a market that is already good may result in performance that is "planting trees for future generations," and you might even be seen as "sucking up to leaders" among colleagues. The best target market should be a "potential market with a foundation but no sales," where a little effort can generate sales. Under the result-oriented principle of "performance is the only hard truth," bosses may not have the patience to wait for you to build a foundation; the best way is to build sales on the foundation of others. Law 10: If you have changed jobs multiple times without solving your career problems, try changing industries. A friend worked in the instant noodle industry for ten years, changed jobs countless times, but never got promoted, and his career hit a bottleneck. My advice to him was: stop changing jobs and quickly change industries. Find an industry similar to the instant noodle industry ten years ago and jump into it. Later, I introduced him to an industry, and as soon as he entered, he exclaimed: "It's so easy; opportunities are everywhere." At every sales meeting, others talked about difficulties, but he talked about opportunities. The boss likes people who talk about opportunities, and he was soon promoted. Law 11: If you only catch mice, you are at best a good cat; if you are good at summarizing the experience of catching mice, you can become the leader of cats. Some salespeople have excellent performance, but asking them to summarize why they do well is harder than "giving birth." Such salespeople are just excellent salespeople. A leader is an "experience wholesaler" who summarizes the experience of excellent salespeople and then promotes it widely to become everyone's experience. The difference between a leader and a salesperson is: salespeople solve problems, while leaders are good at summarizing experience; salespeople are good at solving individual problems, while leaders are good at solving universal problems. Law 12: If you haven't been promoted in three years, either change markets or change jobs. A person's passion for a market does not exceed three years; after three years, "aesthetic fatigue" sets in—you become blind to problems and are assimilated by them. Similarly, when you think you know the market best, it is because "you don't see the true face of Mount Lu, only because you are in the mountain." If you haven't solved a problem in three years, don't expect to solve it later. Law 13: Leadership thinking is more important than performance. Performance is not the only factor for promotion, nor even a necessary factor. The key to promotion is to have the thinking of a superior or boss. Salesperson thinking: "The boss pays me how much, and I do that much work." Boss thinking: "You do how much work, and I pay you that much." If you have employee thinking, you will always be an employee; if you have boss thinking, you will eventually become a boss. Success Laws Law 14: Opportunities for success belong to those who have "eternal positive thinking." Positive thinking means that when everyone sees difficulties, you must see opportunities. Seize the opportunity, and difficulties may disappear. Therefore, opportunities for success always belong to those with "eternal positive thinking." I have asked many people: "Do good markets have more problems or bad markets?" Some answer: "Good markets have high sales, so of course they have more problems." My answer is: "Problems in bad markets are often exaggerated to prove that the bad market has reasons. So bad markets don't have more problems themselves, but more problems are raised. When you go to a market, do you start by seizing opportunities or solving problems?" Law 15: If you are a lucky "unlucky guy," you may be "forced to succeed." Biologists have proven that animals can perform beyond their limits when in danger. Biologists conclude that success belongs to the "unlucky." If you always encounter "misfortune," such as always being assigned the worst market and enjoying the worst policies, then your performance beyond normal abilities in critical moments may force you to succeed. Therefore, when facing misfortune, don't always complain, but say: "It's so lucky that I encountered misfortune." Law 16: Effective work is more important than hard work. Smart salespeople ask themselves every day: "Does my work today contribute to sustained sales growth?" If hard work doesn't contribute to sustained sales growth, what's the use? Many people are "hardworking" only because they do too many ineffective things. People can be divided into two categories: one creates value, the other creates cost. Hard work may only create cost, while effective work creates value. For those salespeople who are always rushing around the market, they are only "contributing to China's transportation industry," but for the company, they are creating costs. Law 17: Having "common sense" (changli) rather than just "common knowledge" (changshi) can make you stand out. Common knowledge is "public knowledge," like "1+1=2." Common knowledge only makes you a normal person and doesn't create competitiveness. What to do if products don't sell? Reduce prices, advertise—any normal person would think of this because it's common knowledge. If marketing were that simple, would it still be a discipline? Common knowledge can lead you into the trap of the "fallacy of composition." The most typical fallacy of composition is the "paradox of plenty": when one farmer has a good harvest, his income increases; when all farmers have good harvests, prices fall, and income may actually decrease. In marketing, the fallacy of composition is reflected as: the first to distribute products succeeds, but when everyone follows, they just catch up; the first to do terminal sales succeeds, but when everyone follows, they just increase costs. For an ordinary salesperson, doing the job well is enough; for a salesperson expecting rapid progress, the ability to "work on paper" is indispensable. How to Write a Policy Application Report That Gets Signed by Leaders Reasons Why Policy Applications Are Not Approved Common Phenomenon 1: Every time the company holds a sales meeting, salespeople always complain about too few POP materials. However, every time the boss visits the market, he never sees POP, but finds the walls of distributors' warehouses covered with POP. Imagine, if the boss finds that policy resources are always wasted like this, will he approve your next policy application? Advice: If you let the boss discover that policy resources are wasted, it will become more difficult to apply for policies next time. Common Phenomenon 2: Every time a salesperson applies for a sales policy, sales increase rapidly in the short term. But at the end of the year, total sales haven't changed. Will the boss approve future applications? Advice: As long as sales policies do not bring an increase in total sales, the boss will become more cautious in approving policies. Common Phenomenon 3: Company sales policies are often "intercepted" by distributors. For example, distributors treat promotional policies as profit, so sales don't increase, but profits do. Or distributors falsely report advertising expenses and pocket the money. Advice: As long as it is found that sales policies are intercepted by distributors, future applications will be more difficult. Common Phenomenon 4: Some salespeople think the boss is afraid of "spending big money," so they use a "fishing" approach, breaking the application into small amounts that are easily approved. But once the boss sees through this trick, future applications become difficult. Advice: Salespeople should not underestimate the boss and should not play tricks with the boss. Boss's Thinking Ordinary salespeople think the boss is most reluctant to spend money. The proof is that when applying for policies, the boss always "cuts in half." This is typical of "measuring the boss's heart with your own." The boss's thinking is: it's not that he is reluctant to spend money, but that he is afraid the money won't be spent effectively. As long as spending a little can earn a lot, he dares to spend more. Therefore, the boss cares more about the "input-output ratio." Common Misunderstanding 1: The common reason salespeople give for applying for policies is: "The competitor's policy is very strong, we must follow." "Sales in XX market are declining; it's dangerous without a policy." This threatening and intimidating approach may scare a few inexperienced bosses, but it doesn't work for most. Know that bosses are used to seeing such words; they are already accustomed to them. Moreover, the company's policy resources are limited; for some very dangerous markets, let them go, as investment may not bring returns. Common Misunderstanding 2: Most policy application reports explain why money should be spent, but rarely state the effect after spending. The boss doesn't see the output. The boss may think this is a "policy bottomless pit." How to Get Policy Applications Approved Quickly Recommended Practice 1: When applying for policies, give the boss a bright future. Talking about opportunities is more effective than talking about difficulties. When you talk about market opportunities, the boss gets excited and thinks about "give more or less." When you talk about difficulties, the boss gets a headache and thinks about "give or not." Recommended Practice 2: When applying for policies, clearly tell the boss: everything is ready, only the east wind is missing—the policy is the east wind. If the east wind is not given, then "everything is wasted." This actually implies to the boss: I have done what I should; it's the boss's turn to act. The boss sometimes fears responsibility; if not now, when? Recommended Practice 3: When applying for policies, tell the boss that "the distributor is prepared to cooperate with the policy." The fear of distributors "intercepting" policies is a worry for bosses. "As long as the distributor dares to pay 20% of the cost, the company dares to pay 80%," many bosses think this way. At the same time, if the distributor dares to cooperate with the policy, it shows the distributor has confidence, because in policy use, distributors are "stingier" than manufacturers. Recommended Practice 4: Tell the boss the results of previous policy use. Salespeople often apply for policies without reporting the results, or they "dare not report." But some salespeople get policies approved "at the sight of the document" because they have won the boss's trust; spending money has results and evaluation. Recommended Practice 5: Apply for policies for a small, good market. In policy use, the boss's thinking is "water the seedlings." This is the "Matthew effect" in policy use: the better the market, the more willing the boss is to give policies and the more generous. Therefore, doing a small good market is better than doing a large poor market. When the market has hope, the policy has hope. Better to Ask Yourself Than Others The company is not a bank, and policies are not a money printer. Policy resources are always limited; salespeople's policy applications are often rejected, and even if approved, they are often "cut in half," and the best time to use the policy may be lost. Where do policies come from? Policies come from "price space," or policies are an organic part of price. Since this is the case, it is better to ask yourself than others. Salespeople can completely "create policies," that is, salespeople and distributors can "repackage" the price of new products to leave enough policy space. In this way, while others worry about applying for policies, you may have a continuous stream of policies to invest in the market. How to Write a Sales Plan That Reassures Leaders Most salespeople regard writing sales plans as a chore or think it is the leader's "making trouble out of nothing." Therefore, they usually write sales plans with a perfunctory attitude. Most sales managers also treat salespeople's plans as a routine task that can be done or not. If not done, it seems management has a gap. If done, it seems useless. Typical Phenomenon 1: When we ask salespeople for their sales plans, the classic answer is usually: "I gave it to the manager." It seems the plan is just for submission. Or they answer: "It's in my diary." The plan is a plan, and action is action. Typical Phenomenon 2: When we ask sales managers for each salesperson's sales plan, the classic answer is usually: "It's in the drawer." Typical Phenomenon 3: Most salespeople's sales plans only include two items: one is the sales breakdown plan, which salespeople can even break down in detail by time, region, customer, and product. In fact, salespeople all understand that in China's realistic marketing environment, the more detailed the sales plan breakdown, the more it is a deceptive trick. The second is a promotion plan or policy application plan. It seems that as long as the policy is not in place, failing to complete the sales plan is not the salesperson's responsibility. Typical Phenomenon 4: Some salespeople make very detailed plans, down to daily itineraries and work content. This is also a meaningless fake plan because a small unexpected event can completely invalidate such a rigid plan. Concept 1: The characteristic of excellent salespeople is the ability to make plans and execute them effectively. The characteristic of excellent managers is the ability to make plans for others and supervise their implementation. Concept 2: Having no plan but good performance is possible, but it is not universal, cannot be replicated, or promoted. Recommended Practice 1: Without a qualified sales plan, salespeople must not be allowed to go to the market. Because they may not be creating value but creating costs. Sales management must revolve around sales plans. Process management mainly checks whether the process is consistent with the plan. Case: A food company once held a monthly planning meeting for more than 10 days. When the company issued sales targets, salespeople quickly produced corresponding plans. According to convention, it was only a sales breakdown and promotion plan, without any work plan. But we required: "A monthly work plan is only qualified if, upon seeing it, people know that if it is executed faithfully, the month's task is guaranteed. Only then can you go to the market." Therefore, salespeople's work plans had to be "interrogated" one by one in front of all managers. As a result, the best salesperson revised the plan 3 times, and the most revised it 6 times. Recommended Practice 2: Break down the salesperson's sales plan into "stock" and "increment," and then require the salesperson to produce work plans for "maintaining stock" and "completing increment." Breaking down the "nature of sales" is more important than breaking down the "quantity of sales." Sales work is determined by the "nature of sales," not the "quantity of sales." To complete the stock task, focus on old customers, old channels, old terminals, and old products; promotion and price reduction are the main methods. To complete the increment task, focus on new customers, new channels, new terminals, and new products. For example, "help distributors develop 10 secondary dealers," "help distributors develop 30 terminal dealers," "assist distributors in promoting new products," etc. These are the tasks that complete the increment. Recommended Practice 3: A sales plan should have two goals: one is the "sales goal," and the other is the "work goal," and the "work goal" is more important than the "sales goal." If the "sales goal" is not completed, the monthly assessment fails, and the "hat" (position) and "ticket" (income) are affected. If the "work goal" is not completed, you have to "rush sales" every month. The "work goal" is work that improves the market foundation and continuously increases sales, including new market development, new product promotion, market center downward shift, development of secondary distributors and terminal customers, terminal promotion, etc. Although the "work goal" is important, it is often diluted or even forgotten by the more urgent "sales goal." Without improving the market foundation, to complete the "sales goal," salespeople have to frequently use promotions, price reductions, etc. Therefore, frontline managers should focus on completing the "work goal" to achieve the "sales goal." Marketing management should arrange salespeople's work according to the "work goal" rather than the "sales goal." Process management mainly manages the execution of the "work goal." Result management mainly assesses the completion of the "sales goal." How to Write a Summary That Earns You Recognition Manager's Thinking Common Phenomenon: Some salespeople are indignant: why are those with good performance not praised, while some with average performance are appreciated? Some salespeople conclude that leaders like flattering salespeople. In fact, this is typical of "measuring the superior's heart with the subordinate's heart," caused by not understanding the manager's thinking. Manager's Thinking 1: Many salespeople think leaders care most about sales performance, but this is just an illusion. Leaders are most interested in work performance, that is, what valuable things you have done. For salespeople with outstanding sales performance, leaders give routine rewards. For those with outstanding work performance, leaders give exceptional encouragement. Routine rewards are required by company rules, while exceptional encouragement comes from the leader's heart. Manager's Thinking 2: For those with merit, give material rewards, called "compensation." For those with ability, also give rewards, called "authorization." A more common expression should be: don't use power to reward meritorious officials. Leaders always reward those with performance, but they always promote those who are good at summarizing and refining, because such people can turn others' experience into their own and individual experience into public experience. A person with leadership ability may not have good performance themselves, but they can definitely lead everyone to achieve performance. Manager's Thinking 3: Completing sales performance is just the "bottom line of work," just as a person has no right to boast about "not breaking the law." Completing sales performance usually only keeps your "hat" (position) and is not enough to earn the leader's appreciation. To be appreciated by your superior, you must understand and grasp the company's "strategic intent," which is the company's current "most concerned" and "most troubling" issues. Manager's Thinking 4: Leaders always praise "obedient" salespeople in public, but praise "disobedient" salespeople in private. Because leaders need a large number of "obedient" salespeople to help achieve goals. Leaders also need a small group of "disobedient" salespeople to help break through goals. What Kind of Summary Reports Do Leaders Need? Common Phenomenon: Most summary reports always emphasize "how to execute company policies," "how to work hard and skillfully," and "how to overfulfill company tasks." This is only a summary that satisfies the leader, not one that moves the leader. Recommended Practice 1: Summaries should stand from the company's perspective as much as possible, not the individual's. For ordinary salespeople, summaries are routine. For leaders, summaries are for finding ways to the future. For salespeople who summarize from an individual perspective, if they do well, the leader may show superficial recognition. For those who summarize from the company's perspective, the leader may promote them. Summarizing from an individual perspective, the leader thinks you are a good salesperson. Summarizing from the company's perspective, the leader may think you are a good candidate for leadership. Case: When an agricultural company first developed the Guangdong market, 10 salespeople completed only 2 million yuan in sales that year, less than one salesperson's sales in other regions. However, the boss was satisfied with their work because they found a way to solve the problem that "it is impossible to do business in Guangdong without credit sales." If they summarized from an individual perspective, that little sales volume would not interest the leader. If they summarized from the company's perspective, solving the credit sales problem meant finding the golden key to open the Guangdong market. Recommended Practice 2: If you have any innovative practices, even if just a small sign, be sure to summarize them as much as possible. For leaders, people with execution ability are easy to find, but people with innovation ability are hard to find. Recommended Practice 3: Excellent salespeople should not only achieve performance but also be able to summarize the methods into a set of routines, or models. Leaders care more about models than sales performance because with a model, it can be widely promoted, which is exactly what leaders care about. Recommended Practice 4: If a leader's certain practice is widely criticized, adding fuel to the fire on the basis of others' criticism won't solve the problem. If you think the leader is right, prove it with action, and when the leader is criticized, use a summary report to provide "timely help." How to Write an Insightful Research Report Common Phenomenon: Many salespeople always complain that leaders don't understand or support their work. In fact, often the responsibility for lack of support lies not with the leader but with the salesperson. If the leader doesn't have an overall understanding of the market you are responsible for, why should the leader support you? At this point, the salesperson should first ask themselves: "What measures have I taken to make the leader understand the market situation? What measures have I taken to make the leader understand my situation?" Ordinary salespeople may be able to have a clear picture of the market themselves, but excellent salespeople should make the leader have a clear picture. Know that the leader understands the market through you; the information you convey to the leader determines the support you get. Common Phenomenon 2: A company's boss sent 2 salespeople to develop the southern market. The salespeople were uncertain and asked me for advice. I asked them: "What do you plan to do?" They replied: "Of course, first find a few customers and ship the goods." I told them: "Do you really think the boss is stupid enough to send only the two of you to develop the entire southern market? The boss is uncertain and sent you to test the waters. If you do well, the next step will be to send a large force to follow up. Therefore, your task is to thoroughly investigate the market through actual sales and explore a new model for developing the southern market." Going to the market with a task → finding a few distributors → shipping goods → dealing with endless problems that may arise at any time, this is the process many salespeople enter the market with. Common Phenomenon 3: Most research reports only state the market situation without analysis, and conclusions are simple like "sheep don't eat meat, tigers don't eat grass," which are almost meaningless for marketing. The primary task for salespeople developing (entering) a market is to conduct market research. The purpose of market research is not to investigate the market but to "insight" the market, that is, to see the essence of the market through its appearance. Recommended Practice 1: Every time you go to a new market (as long as it is new to you), be sure to give the leader a report as soon as possible about your overall understanding of the market. Every time you change to a new leader, also give the new leader a report on the market situation so that the new leader can accurately understand your work. Recommended Practice 2: An insightful research report should not just tell the market "what it is," but tell the leader three conclusions: First, whether it is worth doing—the value of the market; Second, whether it can be done—where the opportunities are; Third, how to do the market—where the breakthrough is. How to Write a Marketing Diary That Records Growth Footprints Ten years ago, when a young salesperson who had just graduated for half a year showed me a diary, I found it full of problems and ideas. Although many ideas were naive and impractical, some were feasible. At that time, I thought this salesperson would definitely be extraordinary in the future. Sure enough, a year later he achieved a market breakthrough and drove the entire company to a breakthrough. Now, that salesperson has been promoted to general manager. There is a strong "positive correlation" between writing a diary and becoming a hero. When some marketing heroes voluntarily write marketing diaries, marketing diaries are becoming the "public enemy" of many salespeople. "This is distrust of us." "Instead of spending a lot of time writing those useless diaries, it's better to visit more customers." These are the reasons many salespeople refuse to write marketing diaries—what a high-sounding reason! Some say: marketing diaries have had "original sin" since their birth because they assume salespeople are untrustworthy and need to be supervised through diaries. Marketing diaries are actually a tool for salespeople to "record their growth footprints." Some well-designed marketing diaries are also a reference book for effective work. They teach you how to make plans, how to summarize, and how to capture fleeting creative inspirations. Marketing diaries are a tool for salespeople to reflect. We once conducted a survey and found that salespeople cannot accurately recall their work from a week ago. Marketing diaries provide a tool for systematic and comprehensive reflection and summary. Whether the company requires it or not, you should develop the habit of keeping a marketing diary. Loneliness and Solitude Busy during the day, lonely at night. Either watching TV, playing mahjong, or staring at the ceiling. Thinking about work during the day, thinking about family at night. This is the real life of marketing professionals. If work pressure is too high and difficulties are too many, loneliness may turn into solitude. Solitude can lead to feelings of helplessness and despair. A salesperson was on a business trip for several months. When he returned to the company, the boss personally went to the train station to welcome him. The salesperson immediately burst into tears and finally said: "Finally, I see a family member!" Common Practice 1: Marketing professionals usually relieve loneliness and solitude by: 1. Drinking. 2. Playing cards or mahjong. 3. Chatting. 4. Nightlife. Common Practice 2: Salespeople in some industries stay in the same hotel or guesthouse, where peers both exchange and "pollute" each other. Recommended Practice 1: Companies should promptly convey company information to salespeople, give them a sense of belonging, and make them feel connected. Specific methods include: First, send group text messages or establish an internal information platform. Second, create an internal publication. Third, the boss calls one salesperson every day. Case: A well-known company regularly mails internal publications to salespeople. A salesperson told the company's boss: "I've read the internal publication at least six times; I've almost worn it out." Recommended Practice 2: Companies should avoid sending salespeople alone as much as possible. If there are more than 2 salespeople, they should "stay together and eat together." This gives a sense of home and facilitates management and communication. Recommended Practice 3: Salespeople should establish a "workplace circle and life circle" in the target market: First, enter the local mainstream marketing circle and participate in local marketing salons. In fact, local mainstream marketing circles are very willing to absorb representatives from other places. Second, establish contact with salespeople from well-known companies stationed locally, and learn from the experience of excellent companies through contact and exchange. Third, establish contact with local university marketing departments. College students are very willing to establish contact with companies. Recommended Practice 4: Work during the day, recharge at night. Recharging methods include: First, keep a diary. Record daily work and feelings; over time, this is progress. Second, read. Whenever you go to a place, buy a magazine, such as "Sales and Market." Third, communicate with other salespeople in the company via the internet or phone. Fourth, find a "teacher" you can consult at any time for when you encounter problems. Fatigue and Boredom Fatigue Physiological fatigue is called fatigue; psychological fatigue is called boredom. Fatigue weakens your mental abilities, making you indifferent to everything, with a feeling of "I don't care." Overexertion or overwork can cause fatigue, as can psychological factors such as hopelessness, lack of goals, dissatisfaction, frustration, and boredom. At this time, the first choice for curing fatigue is rest. When fatigue affects your mental and physical abilities, you can feel it. If you realize the situation is critical, you will likely pull yourself together and continue. Mental fatigue can sometimes be overcome by changing behavior, doing less strenuous exercise, or talking with others. Recommended Practice 1: First, work and live regularly, and avoid overexerting as much as possible. No matter how busy or urgent, ensure rest time. When your energy is insufficient, don't force yourself to work. Second, minimize nightlife. Recommended Practice 2: If your body is exhausted but you have to work, try the following: First, self-suggestion: close your eyes and suggest to yourself. Second, material stimulation: wash your face with cold water, drink cola, eat chili to refresh. Third, quickly replenish energy: take glucose or amino acid oral liquids, which are quickly absorbed and replenish energy. Also, drinking functional drinks (like Red Bull) or getting IV drips is effective. Boredom Repetition and monotony are the two main causes of boredom, followed by loss of interest in work, psychological tension, anxiety, and depression. At this time, it is easy to become discouraged and see no hope of relief. Due to long-term monotonous and repetitive work, the challenge of the job decreases, work no longer brings pleasure, passion diminishes, and boredom arises. Because salespeople are away from home for long periods, enduring loneliness and solitude, and unable to properly solve family and life issues such as love, marital life, children's education and upbringing, and filial piety to parents, salespeople develop anxiety and boredom. Recommended Practices: First, implement team selling as much as possible, placing salespeople in a group; strengthening communication is an effective way to solve boredom. Second, regularly "rotate" salespeople, avoiding having a salesperson work in one region for more than three years; otherwise, "aesthetic fatigue" will definitely occur, making marketing work less challenging. Third, frequently "change job types" for salespeople, such as having a salesperson who handles channels switch to terminal sales. Fourth, continuously upgrade marketing, keeping salespeople in a challenging state, and stimulating passion through challenges. Negative Emotions and Physical Illness Negative Emotions Salespeople start with rejection; every rejection tests their confidence. Each rejection inevitably produces negative emotions. Salespeople fight on the front line, while headquarters finds fault in the rear. The market is on fire, but managers act as if it's not their business. Competitors invest heavily, but the company is indifferent. Salespeople see it and worry. The end of the month is approaching, but only half of the sales task is completed, causing great anxiety. In sales work, triggers for negative emotions are everywhere. If you are not particularly strong-willed, it is easy to develop negative emotions. It is important to detect negative emotions in yourself or your peers in time. The initial signs of negative emotions include compliance, quietness, little communication, loss of appetite, and isolation. The best way to deal with this is to eliminate or directly face the physical and psychological pressures causing it. Successful people are not without negative emotions; they are good at controlling them. People with high EQ are definitely good at controlling emotions. Recommended Practice 1: Self-suggestion method. Some Japanese companies require salespeople to look in the mirror before leaving every day and say: "Come on! Come on! Don't be afraid of difficulties! Don't be afraid of difficulties!" Recommended Practice 2: Collective ritual method. After every timeout, the Chinese women's volleyball team members put their hands together and shout a slogan, using a collective ritual to eliminate negative emotions or strengthen positive emotions. A domestic company that does this well is China Life, because life insurance sales is a job where rejection is common, and negative emotions can arise at any time. Without collective rituals to strengthen, it is difficult for insurance salespeople to resolve negative emotions. Recommended Practice 3: Venting method. When feeling down or stressed, you often feel like shouting. At this time, it's okay to actually shout once; you may feel calmer. When venting, it's best to do it in the suburbs or in a room; after shouting, you feel a special sense of relief. In addition, playing games is also an effective way to vent negative emotions, especially fighting games, where you can use opponents as targets for venting. Recommended Practice 4: Confiding method. If you have something on your mind, say it out; you'll feel better. You can confide in family, friends, or through diary writing. Recommended Practice 5: Self-comfort method. "I've done what I should; not all factors are under my control." "I've tried my best; I have no regrets." Recommended Practice 6: Rest method. If you are in a bad mood, don't start work; take a break. Recommended Practice 7: Distraction method. Pause the work causing bad mood or leave the environment causing it, and do other work. For example, if you are upset after being wronged by a distributor, go to the warehouse and organize goods. Remember, physical labor is also a form of venting. Physical Illness Personal experience: Engaging in marketing work can easily lead to two diseases. One is high blood pressure. Emotional tension raises blood pressure. The other is stomach bleeding. It's not due to drinking; the culprit is still emotional tension. Common diseases: getting angry, stomach problems, high blood pressure, psychological disorders, etc. Causes: 1. Getting anxious about things. 2. Irregular life. 3. Eating out for long periods. 4. Irregular diet. 5. Emotional tension. Recommended Practices: First, if working as a team, have breakfast and dinner together, preferably cooked by yourselves. Second, eat more fruits and vegetables, and drink more water. Long press the QR code below, follow, and reply with number 1 to browse related articles by category.