In the furniture industry, seasoned sales managers understand that experienced salespeople with established customer relationships often outperform those who constantly seek new clients. One key reason is the long-term trust and even friendship developed with dealers, which creates a strong foundation for business. Another reason is that selling new products to existing customers is generally easier than securing orders from new buyers. Typically, a vendor's sales representative provides two main services to dealers: maintaining and strengthening current business to prevent competition from encroaching, and continuously finding ways to grow and expand the existing business. To excel in both roles, a salesperson should focus on several important actions. 1. **Helping Dealers Sell Products** Sales representatives frequently interact with dealers and learn their selling techniques. With some effort, they can pick up a few effective methods and apply them to other dealers. Sharing sales advice not only helps dealers improve their performance but also strengthens the relationship between the dealer and the manufacturer. A few years ago, I worked as a sales representative for a furniture company. One dealer had consistently low sales. Upon investigation, I found that he didn’t display the furniture properly, making his store feel more like a warehouse than a showroom. Customers felt uncomfortable and didn’t stay long. Although I wasn’t an expert at the time, I remembered another dealer’s successful display method and sought advice. I then shared what I learned with this dealer and helped reorganize his showroom. Gradually, his sales improved significantly. He was very grateful and invited me for dinner. During our conversation, I suggested that he become a store for my company’s products. As a result, my sales performance jumped ahead of others, and the store became highly profitable—everyone benefited. 2. **Assisting Dealers in Training Sales Staff** One of the biggest challenges for furniture dealers is having poorly trained sales staff. Many dealers don’t prioritize training, and as a result, their staff may lack knowledge about the products they sell. If manufacturers want their products to be promoted effectively, they must support dealers in training their teams. First, most dealers don’t see training as a priority and rarely take the time to teach their staff. Second, people generally avoid appearing ignorant in front of others, so sales staff tend to promote products they are familiar with. Therefore, sales representatives should actively provide training to help dealers’ staff better understand the products. Finally, building personal relationships with sales staff can lead to stronger product preference, as people are naturally inclined to support those they like. 3. **Supporting Dealers in Managing Shipments** After a deal is made, dealers usually expect timely delivery. However, production delays or issues during order fulfillment can cause problems, especially for office furniture. Many dealers work with large companies or government agencies, and late deliveries can lead to contract breaches and loss of major clients. To prevent this, sales representatives should pay close attention when signing contracts, ensuring realistic delivery timelines. If production capacity is limited, it’s crucial to communicate with the dealer and adjust the schedule if necessary. After the contract is signed, regular follow-ups with the company’s production and shipping departments are essential to monitor progress and, if possible, expedite the process to benefit the dealer. 4. **Helping Dealers Resolve Issues** Sales representatives should be proactive in addressing dealer concerns before problems escalate. Mistakes such as wrong shipments, incorrect invoices, or mismatched colors can occur, and dealers will always turn to the manufacturer’s sales representative for resolution. I once had a situation where a dealer sold a set of plywood furniture to a customer, who later claimed it was misrepresented as solid wood. The customer demanded a refund. I quickly advised the dealer to apologize and assured the customer that the manufacturer would handle the matter. I then sent a formal message to the dealer, criticizing him for not properly explaining the product and requesting compensation for the customer’s inconvenience. The customer was satisfied with the prompt response, and the positive press coverage generated additional business for the dealer. My performance also improved significantly as a result. For more insights into China’s furniture industry, visit the official website of Xianghe Furniture City.

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