"Regional manager"—a person who can plan, develop, manage, and strategize a regional market, lead a sales team to meet challenges, solve market problems, and complete regional market sales targets as required by the company.

"Problem market"—market problems caused by company policy and guidance errors, or improper work attitudes of market personnel, or wrong working methods of employees. If market problems are not solved timely and effectively, they accumulate and become a problem market.

The boss looks at regional managers: regardless of black cat or white cat, the one that catches mice is a good cat. For a problem market, risks and opportunities coexist. If the regional manager cannot solve the market problems within the boss's expected time, the boss will solve the regional manager as a problem. If the problem market is handled well, it becomes a springboard for promotion.

Hua Ming (pseudonym) applied for a position at a well-known domestic daily chemical company and was sent to L, a market notorious for being a problem market, as regional manager.

Hua Ming's principle is to be prepared. The first thing was to go to the sales department to familiarize himself with company business processes and understand the L market situation.

After understanding, he found: what was left for him was an unknown mess! Once the arrow is shot, there is no turning back; even crossing the river by feeling the stones, he had to go on!

Since the company and the previous manager could not provide him with L market data, Hua Ming had to quickly compile valuable first-hand information himself, which was the first test for him in L market.

  1. Break down into parts: Hua Ming gave his six market department heads the first instruction—to organize and send market data to his email within a specified time and according to requirements.

  2. Fixed asset details, material usage, and gift inventory.

  3. Market development and terminal construction, detailed information of each terminal customer.

  4. Annual promotion plans and current promotion schemes.

  5. Market expense details: expenses incurred this year, expenses under approval, expenses in use, approved but unused expenses, and expenses advanced by distributors. Distributor's initial stock amount.

  6. Distributor information and copies of distribution contracts. Understand the current cooperation status and existing problems.

  7. Work status of salespeople in various markets, customer contract targets, payment collection and retail, task breakdown and completion.

  8. Promotion team size, positions, targets, assessment, recruitment, training status, etc.

A chaotic market management is first reflected in the execution of salespeople. Hua Ming knew that if the salespeople in each market department could complete 60% of the work, it would already be cooperative. At this time, Hua Ming could only endure—gradually establishing authority.

  1. Measure the market with footsteps: Hua Ming spent more than half a month, accompanied by market salespeople, visiting all distributors and sub-distributors and visiting all terminal stores, mastering the real first-hand information of the L market.

  2. Killer move to collect and improve market data: Require all sales personnel in the L market department to report to the office for work reports, and point out that the report performance will be the basis for future promotion and salary increase in the L market department.

Report content:

  1. First half summary: (1) Sales payment collection target achievement and expense usage in the first half, with details and market rate calculation. (2) Analysis of category development in the region, evaluation and summary of new product promotion effects. (3) Development and management of distributor customers. (4) Flagship store construction, key retail customer management, effective outlet improvement, new store opening plans, etc. (5) Market department sales management: promoters, display, promotion activities, distribution (items, orders, inventory, etc.), price, profit, turnover, terminal construction, customer relationship maintenance, etc. (6) Personnel management and sales team building.
  2. Market competitor dynamics and countermeasures.
  3. Second half work plan: (1) How to ensure the achievement of sales and other indicators in the second half? (2) How to do well in new product promotion? (3) How to carry out optimization of distributor customers and effective outlets in the second half? (4) How to build a sales team and enhance team execution and combat capability?
  4. Suggestions for the L market department and company development? (covering all departments and fields)
  5. All reports must use PPT, each person's report time is 30 minutes.

At this point, Hua Ming had a clear understanding of the L market and began to break the situation with his axe.

Hua Ming's three moves to break the market situation

First move: Dissect the ox—clean up market problems.

Without investigation, there is no right to speak. Find problems, solve them with reason, benefit, and restraint, thereby promoting market growth.

Each of the six blocks has its own problems. For example, some salespeople do not have the company in mind, thinking that if they cannot get bonuses, they do not need to work hard, and might as well collude with distributors to get expenses; many problems have been reported to the company multiple times but have not been solved, leading to passive work and low morale... Therefore...

Materialist dialectics says: contradictions are everywhere, and internal contradictions are the fundamental driving force for the development of things.

In the dictionary of marketing people: market problems are everywhere, and market problems are the fundamental reason restricting market progress.

As a qualified regional manager, one must be good at investigating the market, discovering market problems, and solving them with reason, benefit, and restraint, thereby promoting market growth.

  1. Four major problems in the sales team and solutions:

(1) Existing problems:

  1. Incomplete staffing.
  2. Low morale, lack of cohesion—led by a sheep. Reason: The previous manager often spread negative remarks to salespeople and distributors—original words: "Don't even dream of bonuses; this year's tasks are impossible to complete, too high, can't even see the edge!" Also, the previous manager often disappeared, and salespeople and distributors could not find him when they had problems. His two catchphrases: "You figure it out yourselves!" and "What should we do about this?"
  3. Lack of communication, chaotic management, frequent violations of company regulations—a group of Sun Wukongs without a golden headband. Because the previous manager liked to be a hands-off boss, letting salespeople do everything themselves, and lacked supervision, guidance, assessment, and training, all approvals and applications did not require the manager's signature. This led to grassroots salespeople relying on feelings and experience, not knowing company regulations, not familiar with company processes, unclear work goals, and unfulfilled job responsibilities, causing some to do bad things with good intentions, and also providing a hotbed for violations, so much so that the audit department listed XX market as a key protection target. Many salespeople in XX market have long working years, rich experience, and outstanding abilities, but they have not been fully utilized. The key is to have a "Tang Seng" with firm beliefs to lead the team to "obtain scriptures."
  4. Lack of creativity and initiative—passive execution without reporting. The regional manager's indifference also cultivated negative work attitudes among salespeople. Many markets' March promotion applications and approvals were not faxed to headquarters until May. Whether company instructions were implemented was not supervised by leaders, and no one knew whether work was actually implemented. A basic task had to be urged multiple times before execution. Hua Ming walked around XX market and did not find a single salesperson filling out reports during store visits. Such a work state seriously affected market progress.

(2) Solutions:

  1. Recruit and train: Recruit excellent sales talents and do training well, clean out old oil-slickers who are just going through the motions.

  2. Set game rules: In response to the chaotic management and low morale of the sales team, define responsibilities for each position, establish market department management regulations and work processes according to local conditions, and clarify reward and punishment systems. (The company is a well-known domestic enterprise, yet grassroots employees do not even know their job responsibilities.)

  3. Amnesty and demining: Dismissed the original market department manager for serious violations, and declared that as long as each market head follows the process, complies with company regulations, and raises existing market problems for discussion and forms rectification plans, past mistakes of sales personnel will not be pursued. As a result, at the sales meeting, market heads rushed to report problems, and all hidden issues were exposed. In this way, Hua Ming completed the demining work before market rectification.

  4. Kill the chicken to scare the monkeys: With a quick knife, canceled a distributor who seriously harmed company interests, heavily fined a distributor who falsely reported expenses, and dismissed more than 20 promoters (some with false quotas, some doing part-time jobs, some passive, some unqualified, and even a promoter who was more than 8 months pregnant still working in the mall). At this point, the market atmosphere was refreshed. Distributors saw that the company had sent a manager who did things and began to cooperate vigorously. Salespeople who had been desperate about performance also saw hope.

  5. Achieve the double "four ones." Require employees to: regularly report where they are, what they are doing, what they are thinking, and what they need, and rely on the team to solve problems. The regional manager must: know where each employee is, what they are doing, what they are thinking, and what they need, and provide work guidance.

  6. Manager leads by example: Be the director, coach, supervisor, soldier, and fire captain of the regional market.

  7. Four major problems in distributor team management:

  8. Not paying back:

  9. Sitting back and enjoying the benefits:

  10. Colluding with salespeople to falsely report expenses:

  11. Difficulties in county-level market development and distribution:

(1) Problem: Why do distributors have small inventory but do not pay back?

  1. It is not that distributors do not have money, but that funds are occupied by other brands.
  2. To maintain minimum inventory, reduce capital occupation, lower operating costs, and ensure working capital.
  3. Use payment as leverage to negotiate with the company for policies.
  4. Sales profits are sufficient, but there is a lack of carrot-and-stick payment policies, i.e., no reward for completing payments, no penalty for not completing, and distributors bully the soft and fear the hard.

Insight from competitors: Their gross profit is low, but for completing payment tasks, they get 2.5% monthly rebate, quarterly fuzzy reward, and 4% annual rebate. If they fail to complete tasks in two months of a year, their distribution qualification is canceled. So competitors' distributors work hard to pay. Example: In T city, a distributor of competitor LF shipped 300,000 yuan monthly, with inventory over 800,000 yuan, and still paid 400,000 yuan to LF. Meanwhile, A company's terminal products shipped 200,000 yuan monthly, but inventory was only 180,000 yuan, and they had no money to pay. This shows that distributors have neither motivation nor pressure to pay A company.

Payment is more important than sales!

If distributors do not pay, it directly leads to out-of-stock items in key stores, and promoters cannot make bricks without straw. If distributor inventory is too small, they have no operating pressure, do not value A brand, and sit back and enjoy the benefits.

  1. Explain to distributors that market investment policies are based on payment; no payment means no expense investment. In the future, each market department must attach a statement of the minimum monthly payment and calculated rate when applying for expenses.
  2. Give distributors a reasonable inventory standard, i.e., inventory that meets 1-2 months of shipments. If inventory is less than one month's shipment turnover, they must restock.
  3. Prevent individual salespeople from not collecting payment in the first month and then collecting a lot in the second month to get bonuses.
  4. Reasonably set payment tasks and put pressure on distributors. If quarterly payment completion rate is below 80%, impose penalties; below 50%, cancel qualification. Learn from Mengniu's three-stage rocket theory: distributors must pay, distribute, and maintain customer relationships. If they cannot adapt to the new situation, they should be discarded. Market departments with poor payment should have a list of potential customers.
  5. Suggest the company adjust shipping policies appropriately, even if it means raising prices and converting to futures rebates, to better attract distributor payments.

A distributor with 300,000 yuan of goods in the warehouse versus 600,000 yuan has different motivation to promote A brand! In the second half of the year, the L market must fill distributors' warehouses and never allow out-of-stock again, nor give distributors working capital to "take concubines."

(2) Distributors sitting back and enjoying benefits: Existing problems:

  1. Distributors do not have full-time salespeople to follow up on A brand; only the company's salesperson works hard alone. Distributors only play a logistics and distribution role in terminal marketing.
  2. Some distributors even control company salespeople, requiring them to hand over their salary cards, threatening to make company salespeople manage other brands they operate.
  3. The company invested nearly 10,000 yuan in materials sent to the market department, and distributors still asked Hua Ming to sign for reimbursement of a few dozen yuan installation fees.

Hua Ming believes these problems are all spoiled by regional managers!

Maximize the use of distributor resources:

  1. Require each distributor in XX market to provide office space and facilities for company resident salespeople and conduct daily attendance for them.
  2. In the future, large long-term expense investments must be shared by distributors.
  3. Require each distributor to have full-time salespeople to assist our company's sales representatives in their work.
  4. Put sales pressure on distributors, making them worry about the goods in the warehouse and proactively think of ways to do the market, guiding distributors to invest in customer relationships and plan local promotions themselves, rather than sitting in the office complaining about high tasks and low support, letting our salesperson bear the sales pressure alone, and not allowing distributors to bargain with the company over payment.

Being a salesperson for A company requires a kind of dominance!!!

(3) Distributors colluding with salespeople to falsely report expenses:

  1. China is a society of personal connections, and traditional distributors will use various ways to win over salespeople—dining, drinking, giving red envelopes, first building relationships then building expenses.
  2. The company's supervision is weak, and some salespeople have bad intentions, colluding with distributors to create expenses. Example: A market has only 6 promoters but reports 10, three of whom are part-time for distributors. From April to June, actual retail was 130,000 yuan, but reported over 300,000 yuan, with market expenses as high as 60,000 yuan. Where did the false sales come from? Of course, from cross-region dumping. D market also investigated false expense reports: from April 2007 to June 2008, a supermarket had only 700 yuan/month for stack head and column wrapping, but reported 1,400 yuan/month to the company. This one store alone earned 9,800 yuan in market expenses from the company in over a year.
  3. If salespeople and distributors focus on creating expenses, the economic loss to the company is secondary; the key is that the market is neglected, and cross-region dumping to boost sales disrupts the market. This must be severely cracked down on.

(4) Difficulties in county-level market development and distribution. (Omitted)

Others: promotion team building, terminal construction, brand promotion, expense management, etc. omitted.

Second move: Build momentum—create a first-class sales team.

Under the guidance of the company's correct development strategy, around the annual sales tasks and stage goals of the XX market, targeting current major market problems, integrate all available resources (distributors' people, money, goods, channels, customer relationships; company's brand, advertising effects, market expenses, promotion plans, intellectual support; reasonably configure sales team, promotion team, and stimulate work enthusiasm, etc.), and build a first-class sales team from market demand.

Hua Ming knew that the urgent task was to build a strong sales team; otherwise, no matter how capable he was, he could not support it alone.

But what kind of sales team is a first-class team? How is a first-class sales team forged?

Hua Ming's understanding of a first-class sales team:

  1. All team members have excellent business skills (barrel theory).
  2. Team members are loyal to the team and the company, with clear responsibilities, division of labor and cooperation, and work towards a common vision under the leadership of the captain. (Many hands make light work)
  3. Strict discipline, diligence and dedication. (Execution capability)
  4. Only a team that achieves first-class performance is called a first-class sales team. (Regardless of black cat or white cat, the one that catches mice is a good cat)

For sales team building—attitude determines everything, thinking determines the way out, execution determines success or failure!

From the above, to build a first-class sales team, a regional manager must play two roles: trainer and manager.

  1. As a trainer, understand what an "excellent salesperson" is. Establish a "quality model for excellent salespeople," know the strengths and weaknesses of each team member, divide work reasonably, and provide targeted training and guidance.

Maintain salespeople's work motivation—mindset adjustment Guide salespeople's efforts—career planning Create an environment for salespeople's growth—learning atmosphere The key to cultivating excellent salespeople—ability and skills Shape the traits of excellent salespeople—creative thinking Improve salespeople's execution—diligence and dedication Help salespeople accumulate capital—channel customer relationships The foundation of building excellent salespeople—performance management The embodiment of becoming an excellent salesperson—professional quality

  1. Reasons for weak execution in the sales team: (1) Unclear responsibilities, muddle along. (No clear job responsibilities) (2) Unclear division of labor, three monks have no water to drink. (Extensive management, the trouble of eating from the same big pot) (3) Unclear rewards and punishments, can do or not do. (Good old boy style) (4) Unclear goals, no motivation for work. (Insufficient incentives) (5) Heavy hearts, not focusing on work. (Insufficient care for employees) (6) Insufficient ability, want to do but don't know how. (Insufficient training) (7) Unreasonable arrangements, want to do but can't. (Poor communication, working behind closed doors) ...

A soldier is brave but a general is cowardly; a bear leads a bear. That is, what kind of leader leads what kind of soldiers.

  1. What kind of regional manager is needed to build a first-class sales team?

  2. Excellent business skills and rich work experience. It is necessary to be competent as the director, coach, vanguard, supervisor, and fire captain of the regional market.

  3. Positive, confident, and full of mission. The leader is a banner for the team. Only when the leader has confidence will employees feel there is hope. The leader's style determines the team's culture.

  4. Care about employees' lives and be good at motivating morale.

  5. Clear rewards and punishments, upright. Be able to understand employees' difficulties while adhering to principles.

  6. Tolerant and open-minded, using talents without restrictions.

  7. Delegate appropriately, giving employees full room to develop. Some managers are afraid of being abandoned by the company after use, and also afraid that employees will surpass and replace them, so they keep all core business in their own hands, making themselves tired and employees without opportunities for training.

  8. How can a regional manager lead a first-class sales team?

  9. Value talent recruitment and onboarding training, and leverage the role of old employees in mentoring.

  10. Scientifically design team structure, size, and compensation system, reasonably set sales targets and break down sales tasks.

  11. Manage people with systems, unite people with emotion, and build a good growth platform for each employee.

  12. Hold regular sales meetings to give the team a platform for reporting, communication, finding gaps, sharing experiences, and learning from each other.

  13. Formulate "Daily Management Regulations for Sales Personnel" according to local conditions, clarify responsibilities at all levels, streamline work processes, and improve work efficiency.

  14. Deeply explore the highlights of each market department, cultivate the specialties of each market department, and hold on-site meetings in each market department in turn to let everyone learn and exchange. For example, if JN market department is good at promotion planning, then this month hold a terminal promotion on-site meeting in JN; if TA market department is good at terminal image construction, then next month hold a terminal construction on-site meeting in TA.

  15. Strictly implement the reporting system, strengthen communication, timely feedback, and effective execution.

  16. Create a unique team culture with a unified slogan.

Hua Ming formulated the L market department slogan: Measure the market with footsteps, water the terminals with sweat Gain trust through practical work, execute without discount Communication creates harmony, unity is strength Plan to occupy terminals, negotiate to reduce costs Management improves efficiency, team writes brilliance

Third move: Sweep thousands of troops—set goals, set strategies, set requirements, find methods, integrate resources, and break the situation with the axe.

With flagship store construction as a breakthrough, focus on increasing single-store sales, take blank market development as a growth point, stabilize morale by solving circulation and terminal conflicts, rely on team building, and be guided by company policies to study and formulate a breakthrough plan for the L market, so that L can escape the predicament of a backward and problem market and achieve the goal of fully completing the annual sales tasks assigned by the company.

  1. Integrate resources: Apply to the training department for professional lecturers to conduct systematic training for nearly 100 promoters in this market department; ask terminal construction department specialists to guide terminal construction in each market; communicate with the planning department to design local supermarket promotion plans; apply to the sales department for expense support and request reasonable adjustment of sales indicators;

  2. Only lacking the east wind: After more than a month of effort, Hua Ming saw that the market department sales personnel had adjusted their mindsets, worked more diligently, and all resources had been integrated. It was time to show their skills! What is the east wind?

Hua Ming knew—salespeople cannot do the market well with only enthusiasm + diligence + resources; the most critical link is advanced marketing thinking. Science and technology are the primary productive forces!

Whether each market head has a clear goal, a clear work idea, and a scientific market plan is the key to future success or failure!

  1. Working behind closed doors: Hua Ming combined his work experience and based on the current market situation to write "L Market Three-Month Market Breakthrough Ideas." After holding a training meeting, Hua Ming required each market head to formulate a "Three-Month Market Breakthrough Plan" for their market within a specified time.

Hold a marketing meeting: Three-month market breakthrough marketing meeting Work ideas: one goal, two hands, three transformations, four basic requirements, five work priorities, six terminal marketing links

  1. One goal: Build the foundation from May to August, and after September, complete sales tasks every month, so all salespeople can get bonuses.
  2. Two hands: One hand grasps sales increase, the other grasps expense control.

The immediate difficulty in the L market is that sales do not meet the standard, with a task completion rate of only 40%, and expenses seriously exceeding the standard.

Main reasons for market expenses exceeding the standard:

  1. Wrong calculation method: The basis for calculating the rate is retail rather than shipments. (A common trick when applying for expenses, knowingly committing, while the manager turns a blind eye)
  2. Fraud: Some markets collude with distributors to falsely report sales and expenses.
  3. Terminal construction is backward, and single-store output is low. Personally, I think it is wrong to attribute the cause of expense overruns to image store construction. Reasonable terminal construction is proportional to sales and can better drive sales.
  4. There is a phenomenon of buying sales with expenses and "slapping one's face to look fat." That is, not calculating input-output ratio and cost recovery cycle. For example, a store with only 2,000 yuan in retail has a fixed guide and special display, and then uses sales from non-controllable stores or false sales to support the guide. Another example: When Hua Ming first arrived at L market, a salesperson invested two vanguard teams to buy a 4-square-meter stack head in a county mall, with ultra-low price + buy-and-gift promotion, selling 15,000 yuan in half a month. The salesperson boasted to Hua Ming, but Hua Ming calculated for him: cost 7,000 yuan, rate 60%.
  5. Promotion team building is backward: The promotion team is unstable, quality varies, lacks proactive sales awareness, average output is too low, and promoter salary costs reached XX%.
  6. Salespeople's negotiation ability is poor: The battle for terminal resources with competitors is more intense, terminal costs are rising, and salespeople's terminal customer relationships and bargaining power with procurement are insufficient, causing terminal costs to remain high.
  7. One-sided understanding of the company's directive to build flagship stores. They think building flagship stores is spending money to buy image and do face projects, rather than comprehensively integrating terminal resources to fundamentally improve terminal competitiveness and thereby increase sales. For example, an image stack is placed at the mall entrance, but there is no promoter to sell, product display is messy, promotions are lukewarm, and follow-up is not in place. A lot of money is spent but sales do not increase.

The key problem is that salespeople only execute passively and do not have a proactive planning mindset!

How to effectively reduce market rates:

  1. Strictly control market expense approval: For expenses over 5,000 yuan per transaction, the manager must participate in negotiations. For seriously excessive and unreasonable expenses, resolutely do not approve.

  2. Teach salespeople to calculate: For each expense application, calculate the input-output ratio and evaluate the return period. For those with large evaluation data errors or serious expense overruns due to poor execution, impose economic penalties.

  3. Keep salespeople on a tight budget: For market departments with overall expenses exceeding the standard for 3 consecutive months and serious false reporting of sales and expenses, dismiss the salespeople. For key store expenses, adopt direct remittance, maintain close communication with the audit department, and regularly check expense usage in key stores to fundamentally eliminate false reporting.

  4. Eliminate face projects: Building flagship stores requires grasping both image and sales, both must be strong. Flagship stores must be the best local stores. Do not dress up third-rate stores as image stores to show off to the company. If sales do not meet the standard, it is not a flagship store.

  5. A garbage team is the biggest cost: Optimize the promotion team. Quality over quantity—dismiss those who do part-time jobs privately, those who only want base salary and rely on labor insurance, those who are often absent and do not actively sell. Explore multiple channels to recruit excellent promotion talents, strengthen training and incentives, increase per-person output, and control promotion team salary costs from XX% to X%.

  6. Distributors are used to save expenses: Require distributors to invest in customer relationship expenses for key stores, serve local market development, and share expenses for long-term large investments.

  7. Strengthen expense execution review: Expenses not implemented in place will not be reimbursed. For example, the entry fee for new products in 4 stores of XX Plaza system was 4,500 yuan, but only one store actually entered. Then the expense will not be reimbursed, or only 1,125 yuan will be reimbursed.

  8. Three transformations: Achieve the transformation from extensive management to institutionalized management, from individual combat to team combat, and from passive execution to active planning.

  9. The previous manager liked to be a hands-off boss, letting salespeople do everything themselves, and lacked supervision, guidance, assessment, and training. All approvals and applications did not require the manager's signature. This led to grassroots salespeople relying on feelings and experience, not knowing company regulations, not familiar with company processes, unclear work goals, and unfulfilled job responsibilities, causing some to do bad things with good intentions, and also providing a hotbed for violations, so much so that the audit department listed XX market department as a key protection target. So the first thing for XX market department is to implement institutionalized management.

  10. Many salespeople have long working years, rich experience, and outstanding abilities, but they have not been fully utilized. At the same time, salespeople in a market department mostly do not know each other, each doing their own thing. When encountering problems, they cannot find leaders or discuss with others, and they are all confused. The key is to have a "Tang Seng" with firm beliefs to lead the team to "obtain scriptures."

  11. Many times, the company's promotion plans do not fit the local market conditions. Salespeople report problems to headquarters but their words are often ignored, and problems disappear without a trace. As a result, salespeople know that doing it is just losing money and gaining nothing, but they still complain and execute passively. So Hua Ming positioned himself as a link between upper and lower levels—helping grassroots plan suitable promotion plans and striving for policy support from the company.

How to plan local supermarket promotion plans (omitted)

  1. Four basic requirements: Carry out work according to company regulations, rely on the team to solve problems, strictly report and ask for instructions, and execute without any excuses. (Omitted)

  2. Five work priorities:

  3. Build flagship stores (1) Current store status: (2) Sales target: (3) Existing problems: (4) Rectification plan: (5) Apply for support: And so on...

  4. Improve key stores

  5. Support backward stores

  6. Solve problem stores

  7. Develop blank stores

Hua Ming divided all stores in the region into 5 levels based on sales, image construction, and improvement potential—flagship stores, key stores, backward stores, problem stores, and blank stores. According to the 80-20 rule, increase investment in flagship and key stores, make improvement plans for backward stores, formulate rectification plans for problem stores, and have a development timetable for blank stores.

  1. Six terminal marketing links:
  2. Improve terminal construction—maximize the use of terminal resources. Within a reasonable rate range, increase terminal hardware construction, expand product display area, and highlight dominance. Do not be timid, wanting to increase sales but afraid of exceeding expenses, leading to a vicious cycle of no investment - slow growth - low expenses - cannot invest - no sales. Based on a correct assessment of the market and the store's sales potential, boldly invest and flexibly use company promotion resources to create momentum. As long as there is potential, even if expenses temporarily exceed the standard, grit your teeth and invest.

Terminal construction is divided into three levels: (1) Flagship stores: Both image construction and in-store sales can meet the standard. (2) Image stores: Built according to company flagship store requirements within a reasonable rate range. Sales currently do not meet company requirements, but there is great room for improvement. (3) Rectification stores: Stores that do not have the conditions to build flagship stores but can be won at low cost and maximize the use of terminal resources to attack competitors. 2. Improve promotion activity effectiveness—strictly implement promotion activities, ensure one activity after another, actively plan, flexibly use promotion tools to localize promotion plans, and maximize promotion activity effectiveness. When designing promotion plans, try to avoid price wars and maintain the product price system. 3. Improve promotion team combat effectiveness—focus on training, management, interest-driven, and morale boosting. For those who frequently violate regulations, do not attend training meetings, do part-time jobs, or have substandard abilities, advise them to leave. The promotion supervisor should formulate promoter training plans and organize training courses. Salespeople in various places must support and assist in holding promoter training meetings. 4. Maximize the use of distributor resources—achieve the transformation from helping distributors do the market to promoting distributors to do the market. 5. Do well in terminal store visits and customer relationship maintenance—increase visit frequency, make visit records, find available resources, observe competitor trends, plan promotion plans, report any problems promptly, and formulate solutions and deadlines. Use distributor resources to do customer relationship public relations and improve negotiation skills. 6. Improve the market management and planning capabilities of the sales team—achieve the transformation from passive executors to management executors, learn to integrate all resources to do the market well and reduce rates; study hard, have systematic marketing management thinking, and have the ability to independently plan and operate large-scale promotion activities. Straighten out work ideas, clarify work processes, remember job responsibilities—seek benefits from management and rely on the team to solve problems.

Three months passed, and the problem market that once troubled the company was thriving. At the same time, within the L market, JN city was built into a model market, several flagship stores were created, and a highly executable sales team was brought out. However, Hua Ming did not enjoy the fruits of victory and was transferred by the company to Z market, known as the "manager's death trap" (three managers changed in more than half a year).

Hua Ming's three moves to break the market situation—no bluffing!

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