--- title: "Why Do Distributors Turn a Deaf Ear to Manufacturers' Salespeople?" description: "Manufacturers' salespeople often find it difficult to guide distributors in market operations and resource usage, as distributors resist advice due to their desire for market control and perceived status inequality. To overcome this, salespeople can focus on sharing negative case studies and helping train distributors' staff, which are more likely to gain distributors' attention and acceptance." author: "New Distribution" publisher: "New Distribution" email: "zhaobo258@gmail.com" telephone: "+8615854817671" published: "2014-08-30" language: "en" canonical: "https://xinjignxiao.com/en/articles/why-do-distributors-turn-a-deaf-ear-to-manufacturers-salespeople-8d2afcb4/" markdown: "https://xinjignxiao.com/en/articles/why-do-distributors-turn-a-deaf-ear-to-manufacturers-salespeople-8d2afcb4.md" original_source: "https://mp.weixin.qq.com/s/9UPeF5Nl64WhchH0ngtJlA" translation: "https://xinjignxiao.com/zh/articles/%E5%8E%82%E5%AE%B6%E4%B8%9A%E5%8A%A1%E5%91%98%E7%9A%84%E8%AF%9D-%E7%BB%8F%E9%94%80%E5%95%86%E4%B8%BA%E4%BB%80%E4%B9%88%E5%90%AC%E4%B8%8D%E8%BF%9B-8d2afcb4.md" attribution: "New Distribution — https://xinjignxiao.com/en/articles/why-do-distributors-turn-a-deaf-ear-to-manufacturers-salespeople-8d2afcb4/" usage_policy: "https://xinjignxiao.com/ai-policy.txt" --- # Why Do Distributors Turn a Deaf Ear to Manufacturers' Salespeople? > Manufacturers' salespeople often find it difficult to guide distributors in market operations and resource usage, as distributors resist advice due to their desire for market control and perceived status inequality. To overcome this, salespeople can focus on sharing negative case studies and helping train distributors' staff, which are more likely to gain distributors' attention and acceptance. **Warm reminder: Click the blue text above, “FMCG Distributor Professional Consulting,” to learn more about marketing and distributor internal management.** As part of the daily responsibilities of a manufacturer's salesperson, managing and guiding the market operations of the distributors under their charge is an important component. However, guiding distributors in market operations is easier said than done. Many manufacturer salespeople have experienced this: no matter how earnestly or eloquently they persuade, suggest, guide, or even criticize the distributor for doing this wrong or that poorly, the distributor bosses basically let it go in one ear and out the other, not taking it seriously at all. Sometimes, only when the manufacturer's regional manager or headquarters leaders are brought in do distributors show some respect and make corresponding gestures in response. Where does the difficulty lie? Simply put, there are two points: first, the use of resources allocated by the manufacturer; second, the distributor's market operation strategy. First, regarding the first point: when distributors first sign a distribution agreement with the manufacturer, they typically request various market launch and promotion support services (including online advertising and offline promotional investments). Nowadays, the manufacturer's online investments (referring to media ads such as TV and newspapers) are generally directly controlled and operated by the manufacturer's marketing department, rarely allowing distributors to get involved. Offline investments (referring to ground promotional activity costs, KA entry and display fees, channel trade promotion costs, etc.) are supposedly jointly negotiated between the manufacturer and distributor. It would be very good and welcomed by distributors if the manufacturer's salesperson secures resource investments for them. As for how to use these resources once approved, distributors would prefer to have full control themselves, hoping the manufacturer's salesperson stays out of it. However, manufacturer salespeople are naturally reluctant to let distributors freely use the funds and always try to direct how distributors "correctly" use these expenses, leading to disputes. This is difficulty one in guiding distributors' market operations. Second, regarding the specific market approach: how to do the market, how to combine products, how to establish channel structures, the methods and steps for market development, and how to manage downstream customers? Manufacturer salespeople have their own ideas, and distributors have theirs. At this point, conflicts arise. Distributor bosses rarely listen to manufacturer salespeople's advice on market operation strategies, thinking, "This market belongs to me, the distributor; I'll do as I please." Manufacturer salespeople, on the other hand, believe that the market is built on the manufacturer's products, brand, and market investment costs. The distributor is just a part of this market, and as the manufacturer's representative, they naturally need to regulate market operations. Both sides argue back and forth, which is difficulty two in guiding distributors' market operations. Why do distributor bosses not listen to manufacturer salespeople's suggestions on market operations and resource usage? Generally, there are two main reasons: 1. **Desire for market control** The market is open, belonging to both the distributor and the manufacturer, depending on who has the ability to control it. Many manufacturers' strategies are to use distributors to build sales channels and use brands to guide consumers and terminals. The various market resources invested by the manufacturer are ultimately aimed at building the brand and controlling sales channels. Distributors' strategies, on the other hand, are to use the manufacturer's market investments to help them develop and build channels, then use the controlled market investment resources to manage and mobilize downstream wholesalers and terminals, achieving a high degree of control over the local market sales network. They want to prevent the manufacturer from bypassing them to establish direct relationships with downstream customers. "You manufacturers just sell products; I, the distributor, will help you sell your products through my channels. As for the specific right to use market investment resources, it's best to keep it concentrated in my own hands. As long as I can complete your sales tasks, isn't that enough?" From this perspective, distributors naturally won't listen to the manufacturer salesperson's suggestions and advice, or they simply play dumb, saying "yes, yes, yes, right, right, right," letting it go in one ear and out the other. 2. **Unequal status in dialogue** Many distributors also don't listen to manufacturer salespeople for another reason: psychologically, they can't accept the salesperson's guidance (or meddling) in their business operations. The reason is simple: manufacturer salespeople are generally in their twenties or thirties, with only a few years of business experience, while distributors are usually over thirty or forty, with many having over a decade of business experience. In the distributor boss's view, "What qualifies you, a manufacturer salesperson, to guide me in doing business? Just because of your diploma? Just because of your position appointed by the manufacturer? Just because of the so-called marketing knowledge you learned in school and the professional training you received? Can business be learned from books? Do you know the ins and outs of this business? When I was doing business, you were still in elementary school. I earn dozens of times more than you in a month. What makes you qualified to guide me? If you really had that much ability, you wouldn't be stuck at the manufacturer earning a meager monthly salary; you'd have become your own boss long ago. Besides, I talk directly with your manufacturer boss. As an executor of the boss's strategies, you're just a messenger and errand runner. Why should I bother talking to you?" These two points are the main reasons why distributors resist manufacturer salespeople's guidance, leading to constant disputes between salespeople and distributors, and many manufacturer leaders are also fed up. One day distributors complain about manufacturer salespeople, the next day manufacturer salespeople complain that distributors don't follow the manufacturer's strategic commands. Manufacturer leaders, salespeople, and distributor bosses are often entangled in these communication issues, wasting a lot of time and energy. Actually, some smart manufacturer salespeople approach this problem from a different angle: 1. **Positive and negative** Events that attract attention can generally be divided into two types: positive and negative. Positive events like "so-and-so learning from Lei Feng" have limited spread and attention. But events like "so-and-so is the modern Nan Batian and Liu Wencai" spread much faster. The same applies to business guidance for distributors. In guiding distributors' positive business operations, manufacturer salespeople naturally lack the depth and diversity of experience and perspective that distributors have, meaning they don't have stronger money-making abilities than distributors. However, because manufacturer salespeople have broader information sources and experiences, they know more about various negative incidents that distributors encounter—like a distributor being cheated by their own employees, another being shut down by government authorities, or another being deceived by downstream customers. These negative events easily attract distributors' attention and further inquiry. After all, "the mistakes of the past are the guides for the future." No one wants these incidents to happen to themselves. Moreover, as the market becomes more complex, the types of incidents are also diversifying, and many innovative incidents are things distributors couldn't imagine even sitting at home. Knowing about these early and taking preventive safety measures is a focus for every distributor. Since distributors have limited vision and information sources, they naturally can't match manufacturer salespeople in terms of information channels and timeliness. If manufacturer salespeople have access to such information, it's very easy to attract distributors' attention. Furthermore, because manufacturer salespeople encounter more distributor incident cases, their observation and analysis abilities are stronger than distributors'. In this regard, this can serve as an entry point for guiding distributors' work. If you can't prove you can bring benefits to others, at least you can help them avoid risks. 2. **Help train distributors' staff** Another approach: in the early stages of contact with distributors, manufacturer salespeople can avoid positioning themselves as salespeople who command distributors, and instead start by helping train the distributor's employees. After all, manufacturer salespeople generally receive more professional training and have higher overall quality than distributors' sales staff, which distributors can acknowledge. So, instead of rushing to guide the distributor, manufacturer salespeople can first focus on improving the work abilities of the distributor's staff, essentially training their salespeople. This is easily accepted by distributors. After gaining the distributor's recognition and praise, gradually transitioning to guiding the distributor themselves becomes relatively easier. --- **Like this article? Feel free to click the top right corner to share it to your Moments.** About us: WeChat ID: FMCG Distributor Professional Consulting Management Account intro: 20 years of FMCG distributor operation and management experience, professionally addressing distributor internal issues. 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