Our factory is engaged in the production and sales of pesticides, and the main business model is the traditional model. How to innovate the marketing model? Did the product sales go up?

In fact, all these innovative marketing models are illusory. The key is the cultivation of talents and team building, because no matter how innovative and good your marketing model is, if it is not effectively implemented, the following sales team will be ineffective and eventually become superficial and formalism. A good salesman and a good sales team can bring unexpected gains. I am a pesticide salesman, so I have personal experience about it. In fact, the traditional pesticide sales model is nothing more than sending sales representatives in agricultural provinces, or relying on platforms or companies to send sales personnel. The personnel stationed in the provinces can be said to be the elites of this factory. I think it is very appropriate to use the word "dry hands", which is the focus of every manufacturer and almost the lifeline of pesticide manufacturers. It takes about three years for an ordinary province to support 1-3 rich people, but three years is no different from five years and seven years for a nearsighted person, because once this person has a certain sales volume (usually around 3-5 million) enough to support himself and earn hundreds of thousands a year, he will not be so enterprising, especially as he gets older. And an elite provincial manager can really bring out a team loyal to himself within 3-5 years. This team may have 3-5 people or more than a dozen people, but the sales volume can exceed tens of millions. He clearly understands that he earns money by volume. The old qualifications mentioned above are always small accounts. How can he get tens of thousands or even thousands of dollars from manufacturers every year? And elite cadres always count how much income I will have if I grow a few million more;

Another common problem of many manufacturers is nepotism and nepotism. A common phenomenon is that some sales leaders are asked to explore some markets in and out of the province, but they are not at ease about their loyalty. Finally, they tried their best to hand over the market to their nephews, nephews, brothers, cousins and so on. Boss's. I don't deny these, but it also has the advantages of ensuring the loyalty of various regions and ensuring market stability. But after all, not all of you are elites, but all of you are smart people. Although you can train them into excellent salespeople in 3-5 years, they are only excellent after all, not talented people. In fact, it's not bad for many factory owners to defend themselves in this way, but I think it's understandable to defend some important markets in this way, but it always takes 2-3 marketing stars to keep these capable people with better treatment and make them become benchmarks and flags. This is a driving force.

Having said that, I just analyzed some major disadvantages. In fact, these ills are all interest groups. There is great resistance to change. My suggestion is not to make firm changes, because these interest groups have already formed and even the chairman and general manager want to change. I just want to make clear how important one or two good elite cadres are to a manufacturer. Especially according to the questioner's question, it can be inferred that most of your factories have just passed the critical period of the initial stage and the take-off and transformation stage, so if there is no one or two star-rated provincial managers at this time, what you need is to dig people up and train them, and give them motivation with better treatment and expected value. Interest is always the biggest motivation for people's progress. Of course, if it is not the stage I mentioned, but has reached a certain sales height, then I think it is unwise to forcibly impact sales. You can improve the following annual tasks, but you must understand in your heart that it is good to keep the status quo and have a certain natural growth every year.