Year-End Review: 90 Insights from Outstanding Salespeople!

Don't just tell your subordinates you want 30% growth next month; tell them the direction and the path.
If you threaten salespeople with dismissal, they are most likely to go home and dig out their resume.
When veteran salespeople are tired, changing their sales territory is a good method.
Focus on average performers and help them improve.
Although 20% of customers create 80% of the company's profits, without the other 80% of customers, your company would have no reason to exist.
Use encouragement and praise instead of intimidation and threats to motivate subordinates to perform better.
How you view your subordinates determines the performance they deliver.
If you don't believe a goal can be achieved, it won't be.
When you are about to do something, you always find that necessary information is missing.
Hamlet's question: "Develop subordinates or supervise subordinates?"
The plans you make are always criticized by the boss as worthless, but in the end, it's your plan that gets executed!
The problems you worry about most always come unexpectedly.
Sales targets keep growing, and pressure increases. Income grows, but sleep decreases.
Whipping the fast ox: the better you perform, the harder it is to complete the task.
Aunt Qing's view: "All who come are guests," but rushing over can be annoying.
During promotions, you find there's only one table of food, but two tables of guests.
The distributor you fancy doesn't fancy you, and those who fancy your product, you don't want to give it to.
The client you finally negotiated with is held up by the credit department.
The big client in your area is suddenly taken over by the head office.
Just as a new product starts to gain traction, another new product is launched.
No matter what you promise during courtship, distributors will still wonder what the future holds.
It's easy to sign up a bunch of unimportant distributors, but successful distributors who maintain a good track record are like gold mines—everyone wants them.
Small companies want to latch onto big distributors, while big well-known companies want to find small distributors or agents.
Reports submitted upward disappear like a stone in the sea. When you forget about them, you're told they've been approved.
Our promotional posters are used by shop owners to cover their roofs.
Second-tier distributors are like mistresses: loved and hated, with no status. They focus on short-term, fast-moving goods and profit.
While manufacturers sow seeds, agents think about harvesting.
You love your own child, but others only see it as a money tree.
Middlemen (wholesalers) ask, "What do you want today?" rather than "I have what you need."
Orders change at dawn and dusk; the farce of fickleness is always playing.
Just when you've successfully expanded the market, you receive a transfer order from the company (killing the donkey after it finishes the mill).
When you can achieve the same sales volume with a few big accounts, do you still need small and medium distributors?
Put 10 eggs in one basket and care for them carefully, or put them in 10 baskets to spread the risk.
Whoever plants the field reaps the harvest.
The company's hemophilia: customer churn rate is 15%–35%.
Only 5% of lost customers are due to price; the key is whether you care about them.
No matter how careful, errors in delivery and price confusion will always occur.
Just as you finalize your promotion plan, you find someone else in the market has already adopted it.
Before you've won your territory, avoid playing with three disciplines and eight attentions.
Only sales are the hard truth.
Trying to replace face-to-face communication with modern tools is nonsense.
Phones and the internet can't deliver your goods.
Don't change salespeople like a revolving door.
Doing a good job doesn't guarantee promotion. Whether there's a position for you is what matters.
The greatest security is not having no competitors, but the performance of your company's products.
Teaching others also improves your own level.
A carriage without a horse is still a carriage. But if the horse has problems, the carriage may cease to exist.
A manager is like a magician: you must keep many balls (territories) in the air (meeting targets). If one ball drops, your act is ruined.
When talking with subordinates, use the "feel → think → find" approach.
Issuing orders is not as simple as it looks.
You can't tell whether you're a "regional manager," "sales manager," or "customer service manager."
The marketing plans from above are almost garbage; your job is to find the "gold" in the garbage.
Don't grab others' rice bowls; just watch your own.
It's right to polish the car before selling it, but setting the odometer to zero is not.
Say what you mean and do what you say.
Reject orders that are wrong.
Cultivate a sense of personal responsibility for customers; treat them as partners.
When something beyond your authority happens, inform the customer promptly.
You can treat customers to dinner, but your commission is your commission.
Don't badmouth competitors. Save time to promote your own products.
For uncertain questions, give yourself time to think.
Don't deceive the public on behalf of your company (especially in health products); they are not fools.
Report good news and bad news to senior management early.
"What must be revealed eventually should be revealed immediately!"
There's no need to disclose your income to customers.
If you have opinions about company policies, discuss them in meetings; once decided, execute them.
The highest praise from a customer is: "Do business with so-and-so; he says what he means" (frankness).
Dialogue, not monologue.
Leaders like people who report to them frequently.
Completing company tasks on time is "success."
Don't give up near the end of the month just because you haven't met your targets.
Don't assign more than five tasks to subordinates.
"Focus on the issue, not the person"? That's for kids. Without people, there are no issues!
A sense of achievement is not about treatment; it's about being able to get involved in company operations.
Don't discuss the performance of one employee with another.
When sales reps are on the front line, don't communicate with them with negative emotions.
Receiving a transfer order after opening up a regional market is the essence of thousands of years of Chinese traditional culture. If you only complain, you'll fail the political test.
Always remember, the boss is the smartest person.
Do what the boss asks well, and do what the boss's mistress asks even better.
You can't offend anyone; you must learn to pick sides.
Besides sales struggles, you must also deal with company politics. You must handle both with equal skill.
The scariest thing is a market collapse.
Never get involved in open or covert struggles, and never say insincere words to frame others.
Do what you like and do it well.
Do work you enjoy.
You can disagree, but you must obey.
Having dreams doesn't mean having goals; having goals doesn't mean achieving them.
The road to success is: work for excellent people → cooperate with excellent people → find excellent people to work for you.
You can become an excellent salesperson through effort, but becoming a marketer requires talent.
Only action can close deals, not what you know or understand. You have a belly full of complaints, but you still have to welcome the coming year. -END- ★ Click the blue text below to view this month's popular articles ★ Click the blue text below to view this month's original articles FMCG industry's most professional and practical knowledge base [ Reply with the yellow number in the background to view the following keywords ] | 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 18 skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, branding | 016 Distributor B2B transformation |