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Field Intelligence: Executive Summary Shifted from 98% consignment sales to 90% cash-down in Myanmar last mile distribution. Implemented a commission structure rewarding cash-down sales with up to 30-50% higher commissions. Utilized a public Power BI dashboard to create transparency and competition among sales zones. What Problem Was the Organization Facing? When I first joined the organization as National Sales Director, I was excited. The product was solid. The team was eager. The partners were in place. But we have Significantly Cashflow problem So I did what I always do when I’m new: I got out of the office and into the field. I visited warehouses. Talked to dealers. Did surprise audits. I walked into rural stores where our products sat stacked in the corners—covered in dust, sun-faded, some stored under makeshift roofs or left out in the rain. It broke my heart. Many of the items no longer even looked like products—they were just inventory waiting for a miracle. Some had been sitting for two, three, even four years. We weren’t just bleeding value. We were bleeding pride. ...

Field Intelligence: Executive Summary A sales rep in Meiktila Township, Myanmar, transformed from failing to close any sales to becoming the top sales rep in the country. The key to the rep’s transformation was overcoming his fear of failure and being given the space to try, fail, and grow. The rep’s success led to his promotion to Regional Manager and later to a National Sales Manager position at a larger company. Where is Meiktila? Meiktila is a city of still water and soft songs. In the middle of dry, golden Myanmar lies Meiktila Lake—famous enough to inspire lullabies passed from one generation to the next. Almost everyone from our era knows the tune. That morning, I was humming it to myself as I rode a motorbike out of the city center, through quiet roads flanked by fields of cauliflower and paddy. The air was cool, the sky was open, and a sales rep was waiting. ...

Field Intelligence: Executive Summary The author recounts opening a new sales frontier in PinLaung Township, Shan North, Myanmar in 2017. A customer referral and agent program was initially unsuccessful due to the customer’s lack of interest in earning more money. Leveraging a satisfied customer’s testimonial to their neighbors resulted in a surge of sales, highlighting the power of customer advocacy in Myanmar. What Was It Like in PinLaung Township, Myanmar in 2017? It was the monsoon season in 2017. I was deep in Shan North, in a village in PinLaung Township. Locals used to say this was the place that rains once a year—because once it starts, it feels like the rain never ends for another four months. Mist hangs so thick in the air after it rains, you’re not sure if it’s still raining or just fog floating around you. The whole place looks like a dream. Beautiful mountains, cool air, and somewhere up there—like a Hollywood-style landmark—you’ll see the giant white letters spelling “I ❤ Pinlaung”. ...

Field Intelligence: Executive Summary In the 1950s, companies like Procter & Gamble invested heavily in TV advertising, spending $30 million in 1954. By 2022, influencer marketing had grown to over $15 billion. In 2020, 91% of B2B and 86% of B2C marketers prioritized creating valuable, engaging content. “Just a quick reality check—some companies are still relying on outdated marketing concepts. It’s time to adapt!” Marketing has always been about capturing attention, but how we achieve that has changed drastically over the decades. From the days of mass media to the current attention economy, marketing strategies have evolved with technology and culture. Let’s explore this fascinating journey. ...

Field Intelligence: Executive Summary The best-performing managers in last-mile distribution prioritize service over pure sales volume. A regional manager in Myanmar significantly boosted sales by assisting customers with needs beyond the company’s products. Building trust through service is crucial for success in BOP (Bottom of the Pyramid) markets. How Can Sales Be More Than Just Numbers? In last-mile sales, sometimes the best-performing managers are not the ones who sell the most, but the ones who serve the most. This week’s story is about a regional manager whose simple acts of service changed how I see sales altogether. ...

Field Intelligence: Executive Summary Logistics prices have surged, impacting last mile distribution and business operations. Unilever’s Shakti Initiative in India provides a model for BOP strategy in challenging markets. Yoma Bank’s “Grow Together BizPitch” Program supports MSMEs and startups in Myanmar. What Challenges Do Small Businesses Face? Myanmar has faced decades of challenges, from political instability to ongoing civil wars. The 2021 military coup marked another turning point, exacerbating economic turmoil and severely disrupting daily life. Today, small businesses in Myanmar navigate an unprecedented landscape where skyrocketing logistics costs, inflation in basic food and medicine, and a lack of security create an environment that seems almost impossible to endure. Yet, amidst these challenges, many entrepreneurs continue to persevere with remarkable resilience and adaptability. Here are some of my personal working examples and how we all can adapt it. ...

Field Intelligence: Executive Summary Focus on cash discipline and trust KPIs are crucial in volatile environments. Prioritize steady effort over sporadic large volumes with consistency metrics. Qualitative KPIs measure leadership, integrity, and the soul of the organization. What is the Reality of Working in a Crisis Economy? I have spent my life in the last mile. I have worked with social enterprises, INGOs, and businesses dealing with Bottom of the Pyramid customers again and again. Even with all the crisis in Myanmar, the reality of the work does not change. You pass a security checkpoint every mile, moving from one armed group to another. Some are friendly, while others are just there to make things hard. In that world, stability is non-existent. ...

Field Intelligence: Executive Summary A million-dollar B2B deal was closed after a year-long pursuit in Myanmar. The key to success was shifting the sales team’s mindset from technical specifications to customer benefits. The client’s aspiration to export rice to Europe was the deciding factor, not price. How Did a LinkedIn Message Start It All? It all started with a single LinkedIn message. Back in 2019, I reached out to the Managing Director of one of the world’s leading process engineering companies—a firm operating in over 140 countries. I introduced myself, shared the field-based sales transformation work we do at Primer International, and left it at that. Two months later, he replied: “Would you be able to visit our office in Thilawa SEZ?” That meeting turned into one of the most fulfilling consulting journeys of my career—and eventually, the closing of a million-dollar B2B deal that their sales team had been chasing for over a year. But I’ll get to that. ...

Field Intelligence: Executive Summary Sales closing percentages average between 15-30%, highlighting the challenge of overcoming sales objections. Organizations should equip sales teams with strategies to address common sales objections and understand their underlying reasons. Sales objections can be categorized into four key areas: Need, Budget, Authority, and Urgency. What are Common Sales Objections? Even after more than 15 Years of field sales experiences, and helping train thousands of sales professionals my sales closing percentage is between 15-30 %. Sales closing is no joke and sales objections are real. I am pretty sure sales objections themself are a part of the natural sales process. It will be a wise choice for an organization to equip their sales team with what can be the common sales objection and what is the reason behind it and how to categorize them. Below are 28 common sales objections and it should be enough for several closing. To make it easier to understand and find solutions to overcome them, I separate them into four categories which highlight the reason behind the objection itself. ...

Field Intelligence: Executive Summary The author transitioned from a high-pressure FMCG environment in Myanmar to a social enterprise, Proximity Designs, adopting a coaching-based leadership style. This shift involved prioritizing trust, customer relationships, and empowering the sales team, leading to a self-sustaining sales culture. The author now supports last-mile distribution businesses across Southeast Asia, still measuring success against the culture built at Proximity Designs. How Did a Shift in Leadership Style Impact Sales Culture? Before I understood coaching, I thought culture change meant control. Tough targets. Clear KPIs. Results at all costs. That’s how I was raised in sales leadership. In my twenties, I became Executive Director at one of Myanmar’s top FMCG companies. It was high pressure. High stakes. I had to prove myself—fast. I was younger than most of the people I led. Some were twice my age. So I hardened up. If my team couldn’t close, I stepped in and did it myself. If they didn’t perform, I let them go. There was no room for empathy or mercy—just numbers. I didn’t eat or travel with them—I kept my distance to show authority. We hit our targets. We took market share. But when I left, I was left alone. There was no leadership bench behind me. No culture that could carry on. Just numbers, and silence. No one remembered me. ...