The direction should be clear. There is a sayingthat goes well, 'f you want something, rewardit.’ This also applies to dealer management ofsecond batch dealers. lf you want to stabilizeprices, set rewards in terms of pricing; lf youwant to prevent collusion, set rewards forcollusion; lf you want to boost sales, set rewardsin terms of sales. In short, what aspects of thesecond batch of dealers do dealers need 
In short, dealers need to strengthen their efforts in thebenefitareas of the second batch of dealers, so they should set rewards forthe second batch of dealers in those areas.Rewards are promptly redeemed. Don't let thesecond batch of merchants think you're deceivingthem.Set a redemption time, use data to speak upwhen the redemption time is up, and immediatelyproceed with redemption once the standard is met.The initial suggestion is to cash it out once a monthwh can stimulate the enthusiasm of the secondbatch of merchants.In the later stage, it can becashed out once a quarter or half a yearThe rebate for sales can be divided into threedifferent periods: quarterly, semi annual, and annual,and a reward can be redeemed in three batches.Of course, the incentive projects are different,and the actual market situation is also different. Thetiming of realization should be tailored to localconditions.
The sense of ceremony should be sufficientFor projects that aim to motivate secondbatch merchants, when fulfilling the rewardsit is not only necessary to simply distributethem, but also to rank and share outstandingsecond batch merchants, creating a sense otceremony.