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How to Understand Salesperson Action Management
When sales performance stagnates or faces difficulties, sales managers often blame salespeople for not trying hard enough, seeking to monitor their every move and tightening controls with more rules. This leads to turnover of top performers, yet performance still doesn't improve. Effective action management should focus on creating an environment that unleashes salespeople's potential and motivating them, rather than over-controlling.
吴洪刚What to Do When the Manufacturer Tightens Terms at Contract Renewal?
Manager Pan in Liuzhou, Guangxi, is troubled because his contract with Shacheng Wine is expiring, and the manufacturer's salesperson demands an initial order equal to last year's total sales, or they will find another distributor. Pan is torn between keeping the agency for this nationally known brand and avoiding a cash flow crunch, especially since the manufacturer had initially offered favorable terms without sales quotas.
赵建英Professionalism - Part 4 of Salesperson Skill Training
First, we need to make all salespeople understand: what is a profession? The simplest explanation is: 'live by it, excel at it.' Salespeople use their hard work and various skills to serve consumers and meet their needs, thereby realizing the value created by the enterprise, and in return, they receive compensation. Thus, sales is also a profession. There is no hierarchy among professions, and all professionals are salaried. Before the market economy, there were biases against salespeople, but today sales is recognized as a promising career. Since sales is a profession, it has professional characteristics, and salespeople's behavior must conform to professionalism.
张思全The "Seven Mouths" Salespeople Should Avoid
In communication with customers, salespeople should not only use polite language and maintain a humble attitude, but also pay attention to certain details in the way they communicate and talk. They should avoid the following "seven mouths" when talking with customers. (1) Avoid "shutting up" during conversations with customers. The so-called "shutting up" means remaining silent, which can cause an awkward pause and lead to negative consequences. If you remain silent while the customer is speaking enthusiastically, it will be seen as a lack of interest in what they are saying. Originally, both parties were having a pleasant conversation, but if one suddenly stops, it can be interpreted as a "protest" or boredom with the topic. Therefore, if an unintentional pause occurs, salespeople should quickly find a way to introduce a new topic or shift the old one to stimulate the customer's interest.
New DistributionThree Disciplines and Eight Points for Attention for Field Personnel
If you hate someone, send them to work as field personnel to endure the loneliness of being away from headquarters; if you love someone, also send them to work as field personnel, because it can turn them into a talent. As representatives, special envoys, and advance troops of the enterprise, our field personnel cultivate the vast land of the enterprise. Everyone knows that for an enterprise to develop, operating only at its doorstep is not enough; going out will lead to a better future. But how to go out and who goes out first are our regional representatives, regional managers, etc., whom we collectively refer to as field personnel here.
New DistributionTeamwork: The Third Training Beyond Sales Skills
The Iraq War once again reminds us that fighting alone is weak; to have strong combat effectiveness, teamwork is essential. The Iraqi army, lacking air and naval support, suffered successive defeats, while the U.S. forces, with coordinated land, sea, and air operations, won repeatedly. Similarly, in a company, although salespeople appear to work independently, their success depends on team support. Without a strong team, even the most capable salesperson feels isolated. Individual effort alone may achieve 50% success, but teamwork can achieve 80%.
张思全Regional Manager Market Practical Operation Guide
This article defines the role of a regional manager as a military leader in the marketing battlefield, emphasizing the importance of both offensive and defensive strategies. It provides practical guidance on market development and defense, drawing parallels between military tactics and marketing operations.
方刚Pure Passion Motivation - Part 2 of Salesperson Skills Training
In an era of information explosion, abundant opportunities, and chaotic thinking, most people become restless. However, those who can abandon this restlessness, calm their minds, and focus on doing one thing well will succeed. This article uses the example of two graduates, Xiao Zhang and Xiao Wang, to illustrate that 'pure passion'—a simple, focused, and persistent approach—is key to success in sales.
New DistributionTackling Market Price Chaos: Seven Parts Strategy, Three Parts Management
The consumption power of third- and fourth-tier markets is remarkable, but so is the chaos in channel pricing. With vast territories, many newcomers struggle to manage these markets effectively, and even well-prepared companies can be overwhelmed. Price controls that work in first- and second-tier markets often fail here, making "product price chaos" a major obstacle to growth. The causes are numerous, including dealer dominance, flawed pricing strategies, and intentional price undercutting. To address this, a "seven parts strategy, three parts management" approach is recommended, emphasizing guidance over control, such as selecting the right dealers, focusing on major dealers, and using dealer-to-dealer supervision.
New DistributionStarting from the Head: Training Salespeople Beyond Skills
After years of training salespeople in basic skills, the author finds it frustrating that trainees revert to old habits. The key is not just teaching skills but changing their mindset, as attitude determines everything. This article discusses the importance of 'beyond-skills' training, focusing on changing salespeople's attitudes towards sales, the company, and personal conduct.
张思全Ten Basic Requirements for a Qualified Salesperson
A qualified salesperson must be passionate about their company and products, continuously learn, endure hardship, value teamwork, monitor the market and competitors, innovate, manage finances and details, maintain resilience, adapt to situations, and act immediately.
New DistributionHow Nongfu Spring Achieved a Value of 13 Billion? Three Lessons You Must Learn!
Whenever I see the name Nongfu Spring, the first thing that comes to mind is its brilliant slogan 'Nongfu Spring is a bit sweet.' This slogan was introduced in a humorous TV ad set in a rural school, where a teacher gets annoyed by the sound of a student opening a bottle, but later praises the water's sweetness. The ad, which aired on CCTV from mid-April, quickly made the brand famous and was even voted the best ad slogan of 1999 by People's Daily and other media. The 'a bit sweet' concept differentiates the product by taste, implying high-quality water source, and successfully creates a memorable brand image.
New DistributionKazuo Inamori: Management is Managing Affairs, Leadership is Leading Hearts
Zhang Ruimin says Haier is a 'self-managing entity' where everyone is a CEO, adopting an 'inverted triangle' management model; Kazuo Inamori states his enterprise uses 'Amoeba management' to gradually turn every employee into a deity. Both entrepreneurs are revered as gods by their employees, who in turn continuously become gods themselves. Whether it's Haier with its 'self-managing entities,' 'everyone a CEO,' and 'inverted triangle,' or Inamori's 'Amoeba management' and the revival of Japan Airlines, these are companies that treat employees as gods. Employees create myths by solving the problem of moving from 'having to having more'; entrepreneurs create myths by leading a group of gods to create even greater myths as spiritual leaders...
New DistributionSalespeople: See, Listen, Play – 'Three Skills to Win'
Salespeople are often told to master 'three skills': seeing, listening, and playing. While these are common catchphrases, not every salesperson knows how to apply them effectively. Drawing on years of practical experience, the author focuses on the second skill—listening—and provides detailed guidance on whom to listen to, what to listen for, and how to listen, aiming to help sales professionals gather valuable information and ultimately win.
New DistributionManaging Distributor Profitability
This article discusses the necessity and methods of managing distributor profitability from a manufacturer's perspective. It emphasizes the importance of helping distributors increase legitimate profits while curbing illegitimate ones, and provides practical strategies such as optimizing product portfolios, securing internal support, and conducting regular business reviews.
张立强The "5W2H" Decision Model: How Distributors Select Products
Manufacturers have developed numerous theories and methods for selecting distributors, but distributors largely rely on the owner's social experience when choosing manufacturers and brands. This knowledge asymmetry is detrimental to both parties, as distributors who cannot select suitable manufacturers also mean manufacturers cannot find suitable distributors. Therefore, distributors must adopt a theoretical framework for brand selection decision-making.
崔自三The 3:7 Interactive Method for Salesperson Assessment
A company's success or failure, and its performance growth or decline, are decisively influenced by people, aside from unavoidable factors. Motivating employees is a key concern for leaders, and performance assessment is closely tied to employee motivation. The reasonableness of assessment standards and the fairness of their implementation directly affect frontline salespeople's motivation, which in turn impacts the company's profitability. Therefore, managers must grasp the interactive nature of performance assessment and apply rational, scientific methods.
尚阳How to Activate an Old Market with the "Three Talents Sword Technique"?
Many companies face declining sales in established markets due to price transparency and shrinking channel profits. This article introduces the "Three Talents Sword Technique," a three-step strategy for activating old markets by upgrading products, boosting channel enthusiasm, and managing key distributors, illustrated with a case study of S liquor company in P city.
New DistributionThree Steps and Six Methods for Regional Managers to Solve Problem Markets
In 2013, the white liquor market faced significant changes and intensified competition, leaving many salespeople to take over problematic markets. This article outlines a three-step approach—comprehensive market research, seeking support, and targeted market actions—along with six methods to address common issues such as legacy problems, product mismatch, market chaos, intense competition, uncooperative clients, and team paralysis.
杨斌Run, Hustle. Eight Ways Data Can Fool You
In today's business world, not knowing data analysis is outdated. Many leaders demand data for decisions, making data analysis crucial and data analysts one of the top ten promising careers. However, data can be misleading. For example, during the US-Spain war, the Navy's death rate was 9 per 1,000, while New York City's was 16 per 1,000, but these figures are not comparable due to different demographics. This article outlines eight common ways data is used to mislead, from fabricating data to using charts to distort reality.
黄成明Essential Truths for the Workplace
In the boss's world, you are hired to solve problems, not create them. If you can't find or solve problems, you are the problem. The bigger the problems you solve, the higher your position and salary. Let problem-solvers rise, problem-makers step aside, and complainers leave. Problems are your opportunities: company problems are chances to improve, customer problems are chances to serve, and your own problems are chances to grow.
New DistributionHow Can Distributors Manage Promotions Effectively?
Due to market competition and channel operation needs, manufacturers and distributors invest in promotions for downstream channels and end consumers, using both cash and goods. Distributors must use these limited promotional resources wisely, making promotion management a top priority. This article discusses the correct understanding of promotions and how to manage promotional expenses and materials effectively.
崔自三How Should Distributors Design Their Business Organizational Structure at Different Development Stages and Operating Conditions?
This article is reproduced from the public account: Sugar Tobacco Weekly Food Edition. Every distributor goes through a process of growth from small to large and from weak to strong. As brands increase, channels expand, and teams grow, the distributor's business organizational structure must be adjusted in a timely manner to effectively reduce operating costs and maximize sales and profit contribution. Generally speaking, distributors establish their business organizational structure based on how they divide the market. There are four common ways to divide the market: first, by market region; second, by agency product; third, by channel; fourth, by a combination of the three.
王焕之Practical Strategies to Crack the FMCG Off-Season Puzzle
The off-season is an eternal pain for salespeople. If marketing methods are wrong during the off-season, even great efforts won't help. Many companies respond by giving holidays, training, or launching new products, but by deeply analyzing the specific causes and innovating appropriately, we can truly eliminate the off-season and achieve strong sales. Drawing on years of market experience and observations of excellent companies, I summarize practical methods to crack the off-season puzzle.
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