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Articles by 戈军珍
Browse 28 New Distribution articles by 戈军珍.
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Internal and External Troubles: Distributors Having a Hard Time!
Everyone knows the saying 'A rabbit doesn't eat the grass near its own burrow,' but there's a second half: 'A rabbit always returns by the same path.' From this perspective, wild rabbits die from experience. Pressure from manufacturers: 'Half joy, half sorrow.' Task pressure: manufacturers set sales targets for distributors. For example, one company requires distributors to achieve at least 30% annual sales growth; otherwise, they are dropped. Many distributors are unwilling but must comply, which is the way of strong companies.
戈军珍2019, How Can Salespeople Survive?
As competition intensifies across industries, salespeople face unprecedented challenges, making survival increasingly difficult. This article examines the traditional tactics and questionable practices of salespeople, and outlines five key changes they must embrace to thrive in the future.
戈军珍The Predicament of "Traditional" Marketing "Veterans"!
Marketing personnel form a vast force in the FMCG industry, with the backbone being veterans with years of experience. Facing the rapidly changing industry landscape, these veterans feel increasing pressure and confusion about the future, manifested in six aspects: difficulty in maintaining performance, difficulty in transformation, difficulty in changing careers, difficulty in entrepreneurship, difficulty in balancing family and work, and difficulty in career development.
戈军珍What Key Work Points Should a Regional Manager Include in Their 19-Year Marketing Plan?
Regional managers are the backbone of a company's sales team and play a crucial role in achieving sales targets. A well-crafted annual marketing plan is essential for their success, as it guides their daily work. This article outlines the four main lines of a regional annual marketing plan and the key contents it must include.
戈军珍Eight Recommendations for Sales Performance Assessment
Based on extensive experience with numerous enterprises, the author argues that overly detailed and numerous sales assessment indicators are counterproductive. The article offers eight key recommendations for effective sales assessment, emphasizing that fewer indicators, a focus on process over results, and employee involvement in design lead to better outcomes.
戈军珍“Internal and External Troubles”: Distributors Having a Hard Time
Distributors face pressures from manufacturers, competitors, terminals, internal operations, and themselves. Manufacturers impose sales targets, demand cash payments, and may bypass distributors; competitors force promotional and credit pressures; terminals demand better service and may bypass distributors; internal issues include team building, profit distribution, and rising costs; and self-imposed limitations like empiricism and outdated knowledge hinder adaptation.
戈军珍What Are the Differences in Interest Demands Between Manufacturers and Distributors?
Manufacturers and distributors have different expectations of each other. Manufacturers want distributors to reduce costs, focus exclusively on their products, invest heavily in promotion, and follow their plans. Distributors, in turn, expect manufacturers to reduce financial risks, provide more support, offer better services, and adopt lenient policies.
戈军珍Why Are Employees Reluctant to Attend Marketing Meetings? Because the Meeting Content Isn't Up to Par!
Over the past year, I have attended marketing meetings at many companies and found a common problem: when analyzing markets or customers in regular marketing meetings, companies tend to focus on so-called 'problems' and discuss them. They discuss market issues, customer issues, internal company issues, individual sales staff issues, etc., with great enthusiasm each time. As a result, the failure to meet targets persists, and the gap even widens. 1. Focusing on problems leads to more problems. Almost all companies hold marketing meetings centered around various 'problems'.
戈军珍Distributors Face 'Internal and External Troubles' – Who Can Succeed Against the Odds?
Distributors today face a dramatically changed business environment, with most caught in 'internal and external troubles' that make survival difficult. This article outlines the pressures from manufacturers, competitors, terminals, internal operations, and their own limitations, and then identifies the strategies and capabilities needed for distributors to achieve a successful turnaround.
戈军珍Ge Junzhen: Why Is Your Team's Execution Poor?
Some bosses say 'We should learn from Lei Feng,' but I say from an economic perspective, the boss should be the first to learn from Lei Feng, because the boss is richer than the employees. If the boss doesn't learn from Lei Feng but asks employees to do so, how can the work be done? It definitely won't succeed. Therefore, in a team, don't always advocate 'learning from Lei Feng.'
戈军珍Brand Owners and Distributors: When Will the Feud End?
Sometimes, don't overcomplicate things; put yourself in the other's shoes, and both sides can yield, and those unpleasantries will dissipate. Sometimes, don't be too mercenary; pause and step back, and many disputes will vanish.
戈军珍Four Essential Business Skills for Regional Managers!
A qualified regional manager should possess four business skills: regional market planning, channel development, market dispute management, and marketing action planning. This article details each skill, including market analysis, channel strategies, conflict resolution, and sales process management.
戈军珍Sales Supervisors Should Master 'Detail Management'
As a successful sales supervisor, one must learn to practice 'detail management'—identifying issues that may affect employee performance through meticulous work and resolving them through action, achieving 'capable management, effective methods, actionable steps, and willing followership.'
戈军珍Why Have Work Logs Become a 'Chicken Rib'?
After employees submit their work logs to supervisors, they often receive no feedback or interaction. Many managers simply click a button in the management software, and the employee sees a 'read' mark or an automatic 'received' reply, nothing more. Having worked with many companies, I've noticed a common phenomenon: almost every company requires salespeople to write daily work logs and report them to sales or regional managers, but this system is poorly executed and has become a 'chicken rib'.
戈军珍How to Write an Excellent Annual Work Summary?
A well-written annual summary report can be a competitive advantage for professionals, even a 'booster' for promotion and salary increase. As the year ends, many companies conduct annual reviews, and writing a good summary is a common challenge for managers. This article provides a comprehensive guide on structure, key points, content, and common pitfalls.
戈军珍The Miracle of the Qi Family Army: The Value of Teamwork
In battle, every role in the Mandarin Duck Formation must fully utilize their trained strengths, with roles complementing and coordinating with each other. Ordinary moves become powerful weapons when combined with other roles. Once an individual leaves the team without support, they are doomed.
戈军珍Ge Junzhen: Performance Management for Sales Teams
Performance management is a crucial component of sales management, involving consensus between managers and employees on goals and methods, motivating and assisting employees to achieve excellent performance, and ultimately improving both individual and company performance. It is distinct from performance appraisal, which is only one part of the broader performance management system.
戈军珍These Three Major Employee Problems: Whose Fault Is It, the Boss's or the Employee's?
Many business owners believe their employees have poor attitudes, weak execution, and low professional quality, but the employees they hire must meet the company's hiring standards, and those who stay also meet the company's requirements. So, who is at fault? Since 2005, I have been invited to train employees in various companies, and over twelve years, I have observed that the most common issues owners raise are attitude, execution, and professionalism. Upon analysis, these problems often stem from the owner's own decisions and systems, not the employees.
戈军珍Regional Manager, What Should You Do?
When salespeople encounter various problems in the market and seek support from their regional manager, the regional manager often lacks independent thinking, simply relaying issues to superiors and passing down instructions. This article defines the role of a regional manager, outlines key work priorities, and highlights behaviors that make them unpopular with subordinates.
戈军珍Why Is Your Team's Execution Poor?
Some bosses say 'We should learn from Lei Feng,' but from an economic perspective, the boss should be the first to learn from Lei Feng because the boss has more money than employees. If the boss doesn't learn from Lei Feng but asks employees to do so, the work will definitely fail. Therefore, in a team, we should not always advocate 'learning from Lei Feng.'
戈军珍Do You Really Know How to Run a Team Meeting?
This article discusses the various forms, purposes, stages, and organizational principles of team meetings, emphasizing the importance of standardizing procedures and turning them into institutional rules to improve efficiency and effectiveness.
戈军珍Which Distributors Can Achieve a 'Comeback'?
The article outlines the evolution of distributors from the early 'speculator' phase to the current 'intellectual' phase, emphasizing the need for strategic thinking over mere tactical effort. It details the roles, responsibilities, development strategies, essential capabilities, and characteristics of successful distributors, urging them to focus on differentiation, service, and self-improvement to thrive in a competitive market.
戈军珍Ge Junzhen: Sales Supervisors Should Master 'Detail Management'
As a successful sales supervisor, one must learn to practice 'detail management'—identifying issues that affect employee performance through meticulous work and resolving them through action, achieving 'capable management, effective methods, actionable steps, and willing followership.'
戈军珍Eight Oddities in the Circle of Friends
A quick overview of the eight odd phenomena observed in WeChat's Moments, ranging from the rapid spread of negative news to the prevalence of miracle products and dubious 'chicken soup' posts. The author humorously critiques these trends, noting that some so-called wisdom may be misleading, yet people accept it blindly.
戈军珍