Currently, China has a population of over 1.3 billion, with rural residents exceeding 900 million, accounting for 70% of the total. The rural market's potential is enormous, like a vast treasure waiting to be unearthed. In the past, Chairman Mao's strategy of 'encircling the cities from the countryside and seizing state power by armed force' allowed Chinese farmers to save the Chinese revolution for the first time. The Chinese government's 'Three Rural Issues' policy once again enabled farmers to rescue China's destiny, fostering the vigorous development of a new rural economy. Farmers' incomes and consumption demands have risen significantly. The resurgence and rise of the rural market undoubtedly open a broader blue ocean for enterprises to enter.

How to enter township markets and share in the benefits of rural development is an urgent issue. Rather than envying fish in the deep water, it's better to retreat and weave a net. After thoroughly researching all weak county and township markets, we systematically proposed a township market development plan based on the four-step approach: 'build teams, set standards, create models, and ensure implementation.' This has led to a healthy, harmonious, and sustainable development in township markets. Below, we share a case of developing a township market, and we welcome your corrections.

I. Build Teams: Form 'Dedicated Personnel, Dedicated Vehicles, and Professional Assessment'

  1. A market cannot develop healthily and sustainably without a professional and stable sales team. Given the actual conditions of the township market, a certain commercial firm invested 5 salespeople and 3 vehicles, with reasonable division of labor. The market governs 20 townships, bisected by National Highway 320. Using this highway as the boundary, we assigned one delivery vehicle to each side, and designated the county seat as a separate area with a dedicated person responsible for self-built and special channels, forming a management model with clear division of labor and individual responsibility.
  2. With dedicated personnel and vehicles, and combining customer and salesperson efforts, we formulated the 'Salesperson Salary Assessment Plan,' implementing principles of more work for more pay, distribution according to work, and heavy rewards for new products. With progress checks every five days, meetings every ten days, and monthly assessments, salesperson motivation and combat effectiveness have greatly improved.

II. Implement the 'Eight Key Points for County and Township Market Development' to Achieve a New Situation

  1. Previously, the company issued several standards with little effect, and this market was no exception. Why? It's like time: with one watch, you can tell the time, but with two, you're confused. Therefore, there should be only one market operation standard, and it must be adhered to long-term to achieve twice the results with half the effort.
  2. Standards are important, but setting them is even more crucial. 'Water has no fixed form, and markets have no fixed trend.' To set standards for township market operations, we visited all weak county and township markets and formulated the programmatic and typical 'Eight Key Points for County and Township Market Development,' pointing the direction for township development. The firm's owner and salespeople, after studying the plan, are full of confidence and high morale. Here is a catchy rhyme: 1: Assessment requires dedicated vehicles and personnel, otherwise development is hard to achieve. 2: The boss's inspection is key; without it, things get chaotic. 3: Product building is 6-10, differentiated products make the most money. 4: Model markets need six threes; building networks cannot be delayed. 5: Market distribution has eight steps; honest management ensures long-term success. 6: Boxes and shelves visible at the entrance; long-term persistence is the real challenge. 7: Products fresh and prices stable; violators fined a thousand. 8: Self-built channels must be valued; after a year, all will smile. Note: 'Product building 6-10' means at least 6 varieties for a one-room store and at least 10 for a two-room store in township markets. 'Model markets six threes' means at least 3 model farmer's markets in the county, 30% model townships, 3 model supermarkets per township, 3 model wholesalers, 3 sausage grilling machines, and 3 griddles.
  3. Sales personnel strictly implement the '8 Steps for Customer Salesperson Market Distribution' formulated by the office: 1 look, 2 discuss, 3 press, 4 deliver, 5 arrange, 6 collect, 7 record, 8 settle. This has achieved a new situation in township markets with diversified terminal varieties, maximized shelf space, unified prices, fresh dates, and harmonious customer relations. 1 Look: Upon entering a store, after greeting the owner, the salesperson first checks the display of Shuanghui products, ensuring they are neatly arranged, not out of stock, and free of near-expiry or expired products. 2 Discuss: Discuss with the terminal owner about new product placement and replenishment, and let the owner taste new Shuanghui products on the spot and solicit feedback. 3 Press: If the terminal sells competing products or is a high-volume outlet, consider how to encourage the owner to stock more Shuanghui products to occupy terminal inventory and squeeze out competitors. 4 Deliver: After communicating with the terminal owner, begin unloading, handling products gently to avoid damage. 5 Arrange: Follow Shuanghui's display principles: new products in front, double-row display; bags on top, single items below, vertical display. 6 Collect: Count and retrieve quality-defective or near-expiry/expired products. 7 Record: Keep a notebook to detail the terminal owner's opinions and other issues. 8 Settle: The final step is to issue the invoice and settle accounts, then bid farewell to the owner, completing the distribution for that store.

III. Create Models: 'The Power of Example is Infinite' The market has 20 townships, each with 1-3 terminals with relatively large area or sales volume. Doing well in these 1-3 stores will set an example for other terminals in the township. Therefore, creating model stores is crucial. We follow three principles when building township market model stores:

  1. Rectification must show improvement. After rectification, standards must be raised—varieties, shelf space, and image—to a level that competitors cannot surpass, discouraging them and undermining their confidence.
  2. Rectification requires investment. Each image store should be equipped with at least one shelf, and all Shuanghui products should be displayed in display boxes.
  3. Rectification must be consolidated. After establishing an image store, maintain it long-term, avoiding a 'three days fishing, two days drying nets' approach.

IV. Ensure Implementation: Strong Execution is a Powerful Weapon for County and Township Development Ensuring implementation means executing with force. Execution is the ability to turn ideas into actions and actions into results, completing tasks with quality and quantity. For an enterprise, no matter how great the goals and plans, without strong execution, they remain paper talk. To implement the office's county and township development plan, this market adopted four supervision and execution methods:

  1. Every morning, salespeople report to the manager on the previous day's township market development progress, achievements, and problems.
  2. Every five days, a collective sales meeting is held to brainstorm solutions to township market development challenges.
  3. Every ten days, a township market development progress table is issued, so each salesperson knows their progress, fostering a competitive atmosphere of 'compare, learn, catch up, help, and surpass.'
  4. At the end of each month, the monthly township market development progress assessment is announced, rewarding the advanced and spurring the lagging.

'Heaven rewards the diligent.' Through the unremitting efforts of the two teams, the county and township market development achieved a stage victory: from February to December 2014, sales totaled 254.37 tons, compared to 194.47 tons in 2013, an increase of 59.9 tons, up 31%, already exceeding the 2013 annual sales of 233.58 tons by 20.79 tons. Of course, this market's township development has only scratched the surface, and there are still many problems and shortcomings.

Finally, let's share the 'Five Dos' spirit of this trading company: Repeat simple work, Persist in repetitive work, Doing what you're unwilling to do is breakthrough, Doing what you dare not do is innovation, Doing what you cannot do is change.

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