In the same company, why do some salespeople become supervisors or managers after two years, while others remain veteran sales reps after ten years? The only difference is the willingness to learn and the ability to summarize. Positive people continuously summarize, learn, think, and quickly improve their professional skills from their work practice. Negative people just muddle through their days, and after many years, they still have no skills, watching their former subordinates become leaders. Looking back on years of experience, they still have gained nothing. How to improve learning and summarizing abilities? The simplest and most direct way is to keep a work diary. Practice during the day, review and think at night. Learn from your own work, from others' achievements or lessons. Every move is a practical summary. Even very small insights and techniques should be recorded. Over time, you become an experienced expert. Examples are as follows: Basic business skills tips

  • When building customer relationships, focus on customer management. Instill in customers concepts like good display, inventory vitality, and ordering, rather than relying on personal connections or gang loyalty.
  • Don't neglect customers' employees. Treat them well; these people can often influence your business success.
  • You only have one chance to make a good first impression—show respect for others.
  • When facing customer complaints, the first thing is to express sympathy and understanding. Never argue with customers; start from common ground.
  • The unchanging principle: create profits for customers. When customers deal with you, your politeness, down-to-earth attitude, honesty, and trustworthiness can indeed give a good impression, but what customers need most is profit. If you make them feel you can create profits for them, they will truly respect you. Therefore, when you need to perform your duties such as display and inventory management, analyze and explain from the perspective of creating profits. Customers will not only cooperate actively but also feel grateful. When helping customers order, always consider their interests: don't overstock or understock. If you introduce a new product category, ensure good display and closely monitor the sell-through rate to help your customers sell quickly. This lays the groundwork for the next order; otherwise, the product will become slow-moving, and they won't trust you again. Play your role well to establish your authority.
  • Be punctual. Keep scheduled visits unwaveringly.
  • Keep promises. Salespeople should not make promises lightly, or they become "heartbreakers," leaving customers waiting and then never trusting you again. Once you make a promise, be sure to fulfill it promptly.
  • Adhere to the principle of creating profits for customers, especially when ordering. Provide reasonable suggestions based on customer cards, climate, and specific promotional policies, truly thinking for the customer.
  • I am a professional consultant, not an order taker.
  • Dress, speech, and demeanor should be steady and dignified.
  • Have comprehensive product knowledge, predict market opportunities and risks, and understand customers' operational constraints.
  • In daily training, reading, and work, record what you learn, categorize it, and ensure that each day's experience increases your wisdom to improve rapidly.
  • Professional operational standards, such as merchandising skills.
  • Remember customers' names. When visiting, call them by name and greet them; they will feel like VIPs.
  • Strive to improve your expression skills. Sell yourself first through language, then sell the product.
  • Smile from the heart.
  • Understand needs, show concern, confirm service is in place, and respond to everything promptly. Most customers are not moved by your display, merchandising, inventory registration, orders, or distribution actions; they may even find them troublesome, thinking these actions are for you and the company. But timely damage exchanges and rebate fulfillment can make them extremely grateful. This phenomenon is not scientific, but it exists, so it's reasonable! Sales rep route visit tips Look at inventory to know customer strength; look at batch numbers to know product flow speed. When observing the market, don't act like a county magistrate on tour, waiting for people to block the road with complaints before getting off the sedan. Think proactively and see what can be done better. Adjust your mindset: customers are not good or bad, just different. Use different communication methods for different customers; don't avoid difficulties. Your understanding of all customer backgrounds will bring convenience to future work. When the company runs promotional rewards, don't talk about purchase rewards as soon as you enter. Over time, customers will form a habit; next time without gifts, they won't order. The correct approach is: first organize the goods, propose a reasonable order suggestion based on the 1.5 times inventory principle, and after the customer initially decides to order, then discuss promotional policies to encourage additional orders (but be careful not to over-order to prevent near-expiry). Set your own goals for sales volume, distribution rate, and customer development. Anyone under pressure will work harder than without pressure. Promotion should have focus. Differentiate customers into levels: A-level customers visit twice a week, B-level once a week, C-level once every two weeks. Pay attention to full-category distribution rate to avoid neglecting one for another. Professional selling skills: start from topics customers care about (e.g., last complaint, damage replacement, areas for improvement in the customer's store management—if you want to fish, first ask what it wants to eat—then you get its attention). On busy streets, the distribution rate and merchandising must not lose to competitors. Sales points in busy areas have the greatest influence, highest sales, best image, and often the strongest consumer desire. Gaining competitive advantage here is significant for enhancing brand image, stabilizing market position, and curbing competition. Supermarkets and other key accounts have the following advantages: Large actual sales volume; Stable prices; Good image; High foot traffic and strong influence; Key points for new product promotion and brand image building; Key accounts—must spare no effort to work thoroughly. This is extremely beneficial for creating competitive advantage and curbing competition. When cooperating with these customers, quickly build friendships with key personnel such as purchasing managers, cashiers, and financial managers. Staying at superficial business contact is fragile. Without approval from superiors, don't easily make promises to customers (e.g., returns, damage exchanges). Instead of making customers wait, wait until you have full confidence and then surprise them; they will feel you have authority in the company. Joint promotions with customers must be communicated precisely beforehand to reduce disputes, such as photo agreements for display rewards. Preparation leads to success. Prepare profit stories, talking points, arguments, responses to previous objections, and today's key recommendation scripts. Before entering, check the customer file to know the owner's name, distribution blind spots, inventory, cooperation level, etc. If you make these preparations for every visit, how confident you will be! Follow the visit steps as much as possible to leave a strong impression of standardized work. Sales work should strive for perfection, but also maintain a good attitude (basketball law). Problems will inevitably occur in work; if there are no problems, then the work itself is problematic. The key is your attitude. Ignore objective difficulties and only consider subjectively: what more can I do? This is called self-reflection. Have good resilience; not all problems can be solved immediately, but you must do your best. Objections are opportunities. Customer objections are the most valuable source of information. Customer needs are diverse; if we can't meet them, others will strive to do so. Customer inventory registration is suitable for sales points with relatively large sales. For small mom-and-pop shops, don't insist on tracking purchases, sales, and inventory—it's a waste of time. -END- China's best FMCG distributor learning platform Focusing on providing professional, practical, and actionable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operations | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brands | [Long press QR code to follow] To join QQ/WeChat groups, please click: Read original text