A distribution network is only as reliable as the people running it day to day, so how we bring in and train new staff matters more than people might expect.
Before we let someone talk to a shopkeeper on their own, they spend real time watching an experienced sales officer work — how they greet a shopkeeper, how they handle a complaint, how they know when to push an order and when to hold back.
It's easy to tell someone to visit a shop and take an order. It takes longer, but matters more, to explain why a certain shopkeeper prefers a smaller order size, or why another one needs a phone call before a visit, not a surprise drop-in.
A new driver doesn't just get handed a map. They ride along with an experienced driver first, meeting the shopkeepers directly, because a shopkeeper who recognizes a driver's face trusts a delivery far more than one from an unfamiliar face.
A missed order or a late delivery in someone's first few weeks gets corrected calmly, with guidance — because staff who are afraid of mistakes tend to hide problems instead of fixing them early.
A new team member who takes a little longer but does things reliably is more valuable long-term than someone fast but inconsistent — because in this business, shopkeepers remember reliability far more than speed.
Good training isn't a one-week process. It's an ongoing habit — the same way trust with a retailer is built slowly, trust in a new team member is too.
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