Modern Dealer Management Trilogy

One of the most important resources of modern FMCG dealers is the network, the two is the channel, the three is the team, and for the relative flattening of the channel and the relative differentiation of the network, the distributor's role in controlling the network and channel is the function of the team. Compared to the more favourable treatment and broad prospects for development, the limited development space and the low treatment of the distributors have become the bottleneck of training the talent echelon. The author has experienced many management teams from the manufacturer to the distributor, and has finally discussed some of his experience in team management, hoping to be able to gain some benefits for the friends who are facing difficulties or friends in this area.

[one] encouragement article

The biggest problem facing the dealer team is the frequent turnover of personnel and lack of stability. The main reason is that the team lacks unified and effective leadership.

For dealers who keep repeating simple tasks, how to make boring work full of passion every day, how to make the almost mechanical process creative and continuous encouragement is the key point for dealers managers to pay attention to.

The author once took over a trading company which mainly deals in snack foods and edible oil. When it was just gone, because of the frequent turnover of personnel, all the old salesmen who had been brought out by the boss were all promoted to a business manager, and each of them led a team. The first reason was that they had failed to set up these management posts, and the ability to raise them was uneven. Therefore, they became overstaffed and confused in management. A company of more than 40 people, because of the lack of effective management, had a larger turnover of personnel and reached a turnover rate of 60%.

After the arrival of the author, he personally led the team to carry out actual combat training, and began to position himself as a business manager. All the functions of the original business manager were reduced to the supervisor, and all the strong business personnel were encouraged to promote from the whole to the more prominent staff. The business manager not only did not leave after three months, but because the fresh blood was added to make the whole team full of passion and fighting spirit, the most important thing in the process of managing the team is to lead the scattered teams in a unified direction. Any team's final slogan in management will always hear a voice, and management needs to be centered. Only in this way can we truly play the role of management.

Two, set an example by personally leading the team and motivating people in actual combat. The training of personnel is constantly changing in the process of encouragement and guidance, and the guidance of salesmen is only the most effective way in actual combat. Only in this way can a team be able to coexist with fighting spirit and firepower.

Three, weakening the rights of the original too many managers can sublimate the enthusiasm of the business people, and at the same time, reduce the asymmetry of ability and rights caused by hasty promotion.

Four, give all employees the corporate culture to promote their sense of belonging, and plan their career at the same time, linking their development to the development of enterprises, giving everyone space incentives, so that most business people are full of confidence in the enterprise, and thus full of enthusiasm for their own work in the enterprise.

Through six months' time, the team has been greatly improved in terms of professional ability and professional quality. As the author came from the manufacturer to the distributor, many management concepts and marketing ideas were started from the manufacturer's place. Therefore, at a certain time, a certain ability contrast between the salesmen's business personnel and the business personnel of the manufacturer was made, which not only greatly enhanced the confidence of the dealer's business personnel, but also found many potential business elite.

And the long incentive time will find that the professional quality of the business people is in urgent need of improvement. This will directly affect the effectiveness and pertinence of the incentive. Therefore, the key to the improvement of personnel level is to continuously and effectively guide education at the same time of encouragement.

[two] Guide Chapter

Another development bottleneck of dealer team management is how to continuously guide and educate business personnel, so as to adapt to the rapidly changing market structure, and at the same time enhance its loyalty to the enterprise, so as to stabilize the team.

In terms of guidance and training, dealers' business managers and bosses themselves, as well as brand manufacturers, are particularly important, especially dealers' business managers, who often face manufacturers, for some script src=>