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Articles by 韩锋
Browse 11 New Distribution articles by 韩锋.
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Distributors: Without Organizational Life, You're OUT
Organizational life refers to the regular, institutionalized activities that all members of an organization participate in. For distributors, even small ones, having a regular meeting system, especially weekly meetings, is crucial for overcoming employee inertia, enhancing communication, and building team cohesion and competitiveness. Distributors without such organizational life are truly outdated.
韩锋How to Manage Up Your Boss?
For bosses, it is natural for them to manage employees, as one is the superior and the other the subordinate. However, many bosses overlook that they should also teach employees how to manage the boss; otherwise, if employees cannot manage the boss, the ultimate victim and the one who suffers the greatest loss is the boss himself. The author recalls a lecture by Li Yuzhuo, a former vice president at Huawei, who failed to manage his boss Ren Zhengfei and was eventually dismissed, illustrating the importance of managing up.
韩锋How Can Manufacturer Sales Reps Get Dealers to Dare to Invest?
For most manufacturer sales reps, getting their dealers to spend money is often harder than climbing to the sky. Dealers are usually cautious about investing in local brands, markets, and especially terminal activities. They either stay put, pay lip service, or only invest after seeing the manufacturer put in money. The key to getting dealers to invest willingly is to use the 'big benchmark, on-site meeting, and resource integration' approach.
韩锋Three 'Management Abs' a Successful Boss Should Develop
A boss with a protruding belly is teased by his subordinates, highlighting how common belly fat is. Just as physical abs are hard to build, bosses must develop three 'management abs'—self-discipline, self-blame, and self-renewal—to effectively manage their businesses and employees.
韩锋Distributors, What Corporate Culture Do You Really Need?
Recently, the author communicated with a distributor friend who, after attending a training session at a manufacturer's annual conference, was excited and felt it was useful. The trainer emphasized that distributors should build a culture for their teams, not just talk about money, but also about future development and retaining excellent employees. This distributor, who was in a dilemma of only discussing money with employees, felt enlightened. However, when asked how he would implement it, he planned to create slogans and put them on walls to "fool" employees, which the author disagreed with, leading to a discussion on the true nature of distributor culture.
韩锋Salespeople from Mars, Distributors from Venus
At a sales meeting, an excellent salesperson was asked about his key distributor's personal details, such as birthdays and anniversaries, and he couldn't answer any of them. This highlights the significant differences between salespeople and distributors, which are often overlooked, leading to misunderstandings and conflicts.
韩锋Culture Right Under Your Nose: What Kind of Culture Do Distributors Really Need?
Recently, the author spoke with a distributor friend who, after attending a training session at a manufacturer's annual distributor conference, was excited about building a team culture. However, when asked how he would implement it, he planned to just create slogans and hang them on walls to "fool" his employees. The author argues that distributor culture is "culture right under the nose," where the boss's actions matter more than words, and it should prioritize emotional bonds, financial rewards, and future prospects in that order.
韩锋Anchoring Effect: Mastering Terminal Transactions
The author, a marketing lecturer, often teaches terminal sales techniques to distributors and salespeople, yet still falls for them when shopping. The anchoring effect is one such technique that works repeatedly. In a computer store, after agreeing on a laptop price, the author was upsold accessories like screen protectors, spending nearly 1,000 yuan extra, illustrating how anchoring makes add-ons seem cheap compared to the main product.
韩锋How to Make Distributors Willingly Invest Resources in Market Development?
For manufacturer sales representatives, one of the tricks to get distributors to spend money is 'big benchmark, on-site meeting, and leveraging integrated resources'! The first step, 'big benchmark', is to establish at least one excellent distributor model. The power of example is infinite. A salesperson's words are not as effective as a distributor's brief remarks. Letting distributors persuade distributors is the simplest and most effortless method. The salesperson first selects a distributor with strong strength, good business philosophy, high cooperation with the company, high willingness to invest in the market, and influence on the surrounding area, and makes this distributor a model for market investment. Achieve success at this point. Let this model distributor taste the benefits of market investment, become a beneficiary of market investment, and become the manufacturer's model and spokesperson for market investment. This is the process of establishing a 'big benchmark'.
韩锋How Should Distributor Bosses Give Bonuses to Employees?
Distributor bosses often use bonuses as a form of employee motivation, but the way bonuses are given matters. There are four principles to follow: give promptly, give publicly, give in cash, and publicize the achievement. Additionally, three combinations should be considered: combining open and private rewards, fixed and flexible bonuses, and short-term and long-term incentives.
韩锋Interpreting 'Mao Zedong Thought' through the Lens of Internet Thinking
This article interprets Mao Zedong Thought using five modern internet concepts: trial-and-error, grassroots focus, pain points, tipping points, and viral spread. It highlights Mao's strategic innovations and the sacrifices of the first generation of Chinese communists, concluding that their era was one of unparalleled dedication and achievement.
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