From the perspective of organizational management, there are three models for distributors to make money: The first model is the hunting model. The distributor boss is like a "hunter," and customers are like "prey." Hunters do not know what prey they will catch tomorrow, so there is a large element of luck. The second model is the tree-planting model. The so-called tree-planting model is a step forward from the hunting model. As long as you plant a fruit tree seed, when the harvest season comes, fruit will grow. If the distributor boss is diligent, the fruit on the tree in autumn will be bigger, sweeter, and tastier. If the distributor is lazy, the tree will still bear fruit, but the fruit will be smaller and taste average. However, there will never be a total crop failure. This model is clearly more risk-resistant than the hunting model. The third model is the farm model. This model is the highest organizational model for distributors to make money. In a farm, different crops can be planted according to the seasons, such as wheat, rice, sorghum, and other crops. In addition to crops, cash crops like soybeans, peanuts, and sugarcane can also be planted. Besides crops, animal husbandry can be developed, such as raising chickens, ducks, cattle, and pigs. This farm model is significantly more risk-resistant than the tree-planting model. Corresponding to the organizational forms of distributor bosses, the hunting model is the typical mom-and-pop shop model. Distributors at this stage are at the most primitive stage of organizational development. The tree-planting model is the second stage of organizational development for distributor bosses. At this stage, the distributor boss must have a team beyond the couple. The team can be large or small, ranging from a few people to dozens. At this time, the distributor is operating as a team, with the team supporting the store's operations, not just the couple alone. The farm model is the highest stage of distributor organizational development, which is the corporatized operation model. In addition to a complete team, the distributor also has complete mechanisms, processes, and standardized management. Distributors at this stage are very close to the organizational model of manufacturers and enterprises. For distributors in the hunting model, achieving an annual sales scale of one million yuan is basically the ceiling for a mom-and-pop shop, and it is difficult to exceed five million. For distributors in the tree-planting model, it is normal to achieve several million, but breaking through ten million is relatively difficult. For distributors in the farm model, breaking through ten million is relatively easy and very possible, and even super-large distributors with sales exceeding one hundred million have appeared in many industries. For distributor bosses who grow from small to large, they inevitably go through these three organizational models. For distributor bosses, the hunting model is not scary, and the mom-and-pop shop is not scary. What is truly scary is that the mom-and-pop shop does not evolve! Not evolving from the hunting model to the tree-planting model, and not evolving from the tree-planting model to the farm model—this is the most terrifying! Editor's PS: The editor has selected 1,067 quality articles from nearly 1,900 articles published on this official account, and categorized them into 14 major categories and 57 knowledge points. We have systematically compiled frontline marketing management content into a library for your learning convenience. From market to customers, covering practical combat and management, all are valuable. After following the official account, reply with the number "1" to browse and view related content.