How Can Salespeople Build Their Own Sales Company? A Detailed Explanation of the Concept Plan
A Concept Plan for Salespeople to Build Their Own Sales Company
A Concept Plan for Salespeople to Build Their Own Sales Company
The market is extremely tough right now. The salary and benefits of feed and veterinary drug salespeople are directly tied to sales volume or sales revenue. When they bring in fewer goods, their pay is very low, and they still have to rush around on business trips every day. Many travel expenses are not cheap either: accommodation, meals, gasoline, phone bills - not a single one can be skipped. The company keeps saying it is not making money. Given all this, how should feed and veterinary drug salespeople find a way out? Doing this for a lifetime is clearly unrealistic.
This is the era where channels are king, and that is certain. Feed and veterinary drug salespeople have put a great deal of thought into finding a suitable distributor in a designated region, looking for competitors' weaknesses or mistakes. Big distributors nowadays have been spoiled by manufacturers. Whatever benefits distributors want, manufacturers will try every possible way to satisfy them, afraid that the distributor will shift loyalty. Manufacturers even send technical staff and salespeople to serve at the distributor's location, fearing that the slightest mishap will affect sales.
Why are distributors so powerful, and why can't our technical staff and salespeople be powerful? Most distributors are people in their forties, and their technical skills are not necessarily that outstanding, yet they can influence a whole region. Analyzing the reasons, it is mainly because these distributors have been doing this for a long time and know many people, gradually building up influence. The longer the time, the deeper the roots.
Just ask, what should we technical staff and salespeople do in the future? This question is very serious. The company will not let you stay for a lifetime forever. Being a regional manager or professional manager is merely a stage in life. Why are we not as powerful as distributors? Mainly because we do not have as much money as they do. If we were richer than distributors, we would not be running around the market following them every day.
We need to analyze why distributors are richer than us. It is mainly because distributing our feed and veterinary drugs has made them money, so we practitioners should also move onto the path of distribution.
Why take the path of specialized sales? The benefits are as follows: First, you will not have to look for work everywhere in the coming years, and you will not lose your job, because this is your own business. Second, by distributing yourself, profits are higher, and the manufacturer will value you. Third, salespeople are both employees of the company - of course drawing the manufacturer's salary and commission - and at the same time distributing the company's products and running their own business. The drawbacks are: we do not have much capital, so we must adopt cash transactions as much as possible, find more high-quality customers, and prevent being cheated. The risk is relatively high.
The sales company should be set up next to a logistics park in a provincial capital city, which is convenient for receiving goods from the company and shipping to lower-level counties and cities. Choosing a warehouse can solve the problem. Then, learning from the Gree model, in areas with dense livestock farming, set up your own distribution points in county towns or townships. You can skip having a storefront and just exist in the form of a warehouse, to avoid unnecessary trouble. This is also necessary for reducing costs in the early stage of entrepreneurship.
To explore experience, try it in only one or two places first. Each point needs one technical staff member and one salesperson. As time goes on, business will grow more and more, because we are professional and provide one-on-one service. If such points become more and more numerous, it will be a chain store one after another. If this channel can be established, the door to wealth will officially open - that is, what we see today with Gree, Gome, and Suning.
This is my general concept. I hope everyone will leave some valuable suggestions for reference.
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Your idea is very novel! The livestock industry is really chaotic right now!
--------------------------------------
This thinking and model are very good, but without capital, the strength and support behind it still come from the company. The big-package format is about the same, but only by making it into a livestock supermarket can it work. Products must not be single-category. We see things alike.
--------------------------------------
Taking it in, learning from it. Yeah!
--------------------------------------
The direction the original poster is considering is right, but some details still need more careful thought.
--------------------------------------
The original poster's concept is very good, but at present many salespeople only deal with distributors, and they are completely in the dark about the farmers below the distributors. Moreover, although they graduated from a professional program, what they learned in school was theory. After graduation, what they mainly learn is sales technique, and the professional knowledge has basically been returned to the teachers.
The two more important points in the original poster's concept are: first, professional service; second, familiar high-quality customers and a sales network.
--------------------------------------
Sales does not support you in old age. The original poster's idea of starting a business is worthy of praise. I myself am also a salesperson in the feed industry and have worked as a sales manager, but in the end I still left the original company. What is the final destination of salespeople? What will you do when you are old and no longer in your prime? Starting a business is one path. Wishing the original poster smooth sailing.
--------------------------------------
Starting a business is also a process of exploration on life's journey.
Experiencing the feeling of entrepreneurship more during the marketing process is a good thing.
The original poster's thinking is very good.
But if you want to write a plan, you must bring out the "detailed" key points.
Only in this way can it help with decision-making.
--------------------------------------
Branded feed manufacturers probably will not be willing to give you distribution rights, because they are afraid the market will become chaotic. For small brands or new brands, how to sell them out is also a problem, and how to solve issues like selling on credit?
--------------------------------------
Reply to 9#yeshaoxin
You are right. For a first-time agent, in actual operation feed should not be the main product being represented. Feed should be a supplement. The main thing should still be representing veterinary drugs and vaccines, which involve much less capital and risk. The idea of being an agent for the whole province is still workable. Set up model stores in each county and prefecture-level city across the province. Although the road is long, the future is still bright.
--------------------------------------
Very good thinking; I completely agree. So we feed salespeople should build more of our own connections. We cannot only visit distributors; we should visit more farmers. Professional skills must be continuously studied and improved. In the future, when we set up our own distribution points, it will be much easier if the boss and the salesperson work together.
--------------------------------------
Learned from it. Not bad. If there is a chance, I will also do some sales work.
The market is extremely tough right now. The salary and benefits of feed and veterinary drug salespeople are directly tied to sales volume or sales revenue. When they bring in fewer goods, their pay is very low, and they still have to rush around on business trips every day. Many travel expenses are not cheap either: accommodation, meals, gasoline, phone bills - not a single one can be skipped. The company keeps saying it is not making money. Given all this, how should feed and veterinary drug salespeople find a way out? Doing this for a lifetime is clearly unrealistic.
This is the era where channels are king, and that is certain. Feed and veterinary drug salespeople have put a great deal of thought into finding a suitable distributor in a designated region, looking for competitors' weaknesses or mistakes. Big distributors nowadays have been spoiled by manufacturers. Whatever benefits distributors want, manufacturers will try every possible way to satisfy them, afraid that the distributor will shift loyalty. Manufacturers even send technical staff and salespeople to serve at the distributor's location, fearing that the slightest mishap will affect sales.
Why are distributors so powerful, and why can't our technical staff and salespeople be powerful? Most distributors are people in their forties, and their technical skills are not necessarily that outstanding, yet they can influence a whole region. Analyzing the reasons, it is mainly because these distributors have been doing this for a long time and know many people, gradually building up influence. The longer the time, the deeper the roots.
Just ask, what should we technical staff and salespeople do in the future? This question is very serious. The company will not let you stay for a lifetime forever. Being a regional manager or professional manager is merely a stage in life. Why are we not as powerful as distributors? Mainly because we do not have as much money as they do. If we were richer than distributors, we would not be running around the market following them every day.
We need to analyze why distributors are richer than us. It is mainly because distributing our feed and veterinary drugs has made them money, so we practitioners should also move onto the path of distribution.
Why take the path of specialized sales? The benefits are as follows: First, you will not have to look for work everywhere in the coming years, and you will not lose your job, because this is your own business. Second, by distributing yourself, profits are higher, and the manufacturer will value you. Third, salespeople are both employees of the company - of course drawing the manufacturer's salary and commission - and at the same time distributing the company's products and running their own business. The drawbacks are: we do not have much capital, so we must adopt cash transactions as much as possible, find more high-quality customers, and prevent being cheated. The risk is relatively high.
The sales company should be set up next to a logistics park in a provincial capital city, which is convenient for receiving goods from the company and shipping to lower-level counties and cities. Choosing a warehouse can solve the problem. Then, learning from the Gree model, in areas with dense livestock farming, set up your own distribution points in county towns or townships. You can skip having a storefront and just exist in the form of a warehouse, to avoid unnecessary trouble. This is also necessary for reducing costs in the early stage of entrepreneurship.
To explore experience, try it in only one or two places first. Each point needs one technical staff member and one salesperson. As time goes on, business will grow more and more, because we are professional and provide one-on-one service. If such points become more and more numerous, it will be a chain store one after another. If this channel can be established, the door to wealth will officially open - that is, what we see today with Gree, Gome, and Suning.
This is my general concept. I hope everyone will leave some valuable suggestions for reference.
--------------------------------------
Your idea is very novel! The livestock industry is really chaotic right now!
--------------------------------------
This thinking and model are very good, but without capital, the strength and support behind it still come from the company. The big-package format is about the same, but only by making it into a livestock supermarket can it work. Products must not be single-category. We see things alike.
--------------------------------------
Taking it in, learning from it. Yeah!
--------------------------------------
The direction the original poster is considering is right, but some details still need more careful thought.
--------------------------------------
The original poster's concept is very good, but at present many salespeople only deal with distributors, and they are completely in the dark about the farmers below the distributors. Moreover, although they graduated from a professional program, what they learned in school was theory. After graduation, what they mainly learn is sales technique, and the professional knowledge has basically been returned to the teachers.
The two more important points in the original poster's concept are: first, professional service; second, familiar high-quality customers and a sales network.
--------------------------------------
Sales does not support you in old age. The original poster's idea of starting a business is worthy of praise. I myself am also a salesperson in the feed industry and have worked as a sales manager, but in the end I still left the original company. What is the final destination of salespeople? What will you do when you are old and no longer in your prime? Starting a business is one path. Wishing the original poster smooth sailing.
--------------------------------------
Starting a business is also a process of exploration on life's journey.
Experiencing the feeling of entrepreneurship more during the marketing process is a good thing.
The original poster's thinking is very good.
But if you want to write a plan, you must bring out the "detailed" key points.
Only in this way can it help with decision-making.
--------------------------------------
Branded feed manufacturers probably will not be willing to give you distribution rights, because they are afraid the market will become chaotic. For small brands or new brands, how to sell them out is also a problem, and how to solve issues like selling on credit?
--------------------------------------
Reply to 9#yeshaoxin
You are right. For a first-time agent, in actual operation feed should not be the main product being represented. Feed should be a supplement. The main thing should still be representing veterinary drugs and vaccines, which involve much less capital and risk. The idea of being an agent for the whole province is still workable. Set up model stores in each county and prefecture-level city across the province. Although the road is long, the future is still bright.
--------------------------------------
Very good thinking; I completely agree. So we feed salespeople should build more of our own connections. We cannot only visit distributors; we should visit more farmers. Professional skills must be continuously studied and improved. In the future, when we set up our own distribution points, it will be much easier if the boss and the salesperson work together.
--------------------------------------
Learned from it. Not bad. If there is a chance, I will also do some sales work.