In an increasingly competitive market, controlling the terminal is essential. Many terminal salespeople struggle to visit many stores a day, have low communication efficiency, and lack effective responses to various terminal 'excuses', unable to answer customer questions, leading to poor performance and barely making a living. Now, we have compiled all available terminal sales scripts from marketing experts, re-edited them, and provide them for immediate use. We hope this comprehensive set of terminal scripts (distribution scripts) can improve the visit and distribution success rate of our terminal sales staff. Source: Dealer's Home Instructions for Using This Set of Terminal Scripts (Principles) 1 First, some parts of this script may seem verbose; the main purpose is to facilitate understanding. In actual visits and communication, strive for brevity, clarity, proficiency, and naturalness. No one is a fool; store owners don't have the patience to listen to you beat around the bush. 2 Second, the core of terminal scripts (communication) is to put yourself in the other person's shoes and see what benefits your work brings to them. Change "I want to do this and that" into "What your store needs is this, and I'm here to serve you." It's about "I give you benefits, help solve problems, and help boost your business," not "I want to sell you something," and certainly not "Please cooperate with my work." 3 Third, scripts are not omnipotent, but without them, nothing can be achieved. In terminal visits, first distinguish whether the customer's objection is real or fake. If it's a real objection, resolve it through multiple visits, understanding the customer's true needs, and building rapport. Fake objections are just excuses or reasons customers casually use to fend you off, made without understanding the product, service, or profit, so there is still significant room for closing the deal. 4 Fourth, this article is over 10,000 characters. We suggest sharing it to your Moments or bookmarking it, reading it slowly to grasp the essence, and ultimately transforming it into language that suits you. Some content and viewpoints in this article are from Teacher Wei Qing, Teacher Zhu Zhiming, and several marketing experts. We express our gratitude! This set of scripts will be continuously updated. We sincerely welcome friends to provide us with your scripts through various means. There is no right or wrong, standard or non-standard; what suits you is the best. Thank you very much! (When the store owner is busy, pretending to be busy, or eating) Salesperson: "Brother, you go ahead and eat (or handle your business). I'll first go and sign the order/deliver the goods for ×× supermarket (usually a competitor), then come back and talk to you." Salesperson: "Other stores have stocked up. If you don't, others will take your customers, and we can't control that." Salesperson: "I think you wouldn't turn away money, right? Let me check what you're missing, and we'll unload quickly. We'll follow the old rules, okay?" Salesperson: "I'm sorry to take up your time. Can you spare one minute?" (Most people will be willing to give a minute; using a small unit of time reduces customer resistance.) Store Owner: (In a bad mood, ignoring the salesperson) Salesperson: (Using self-deprecating humor.) "Boss, are you unhappy to see me? Although I may not be easy on the eyes, I can still be presentable. You can ignore me, but you can't refuse money. I'm here to bring you money today, so let's make money happily and live happily. (First, raise the customer's interest, eliminate rejection, then talk about the product.)" Salesperson: "Boss, you seem to be in a bad mood today! (Be perceptive and take the initiative.) What happened? Making money is for your own happiness... (Use humor to defuse the customer's emotions.)" Store Owner: "New product, new brand, I don't want to sell it." Salesperson: "Are you worried the product won't sell? Today we have a promotional distribution. You don't need to stock much, and we're not here just once; our cooperation is long-term. Our product is a well-known brand with after-sales service. A store as big as yours can surely sell a box or two. There's no risk at all. Try a box. (Customers who don't want new products are mostly afraid of trouble and worry about not selling; once you remove this psychological barrier and stocking risk, the deal is likely.)" Salesperson: "Boss, today I recommend a new product (show sample). You haven't sold it before, so don't rush to take a lot. Start with a small amount and try. After all, we're not a wholesale store that can move dozens of cases at once. Retail stores sell in small quantities, so you need a full range. Profit comes from variety. It's best to have everything customers want so you can earn from everyone who comes. Also, you want to give customers the impression that your store is well-stocked and has all the new products, so they'll stay. Otherwise, if they come once and you don't have it, twice and you don't, they'll go elsewhere. There are many stores; they might go to the one across the street." Salesperson: "You're right! Not every product you stock will sell and make money, but you must try. Start with a small amount to see if it sells. If it doesn't, you won't have much stock or capital tied up. If it does sell, isn't that another way to make money? Besides, if after three months you really can't sell it, we can exchange it for a best-selling product you specify. You know we usually don't accept returns or exchanges, but this time we guarantee exchange for first-time distribution. So today's stocking is zero risk. Why not try?" Salesperson: "We can exchange new products within three months. Three months gives you plenty of time to see if this new product can sell and make money." Salesperson: "You're lucky to be stocking new products now. Previously, this market was operated by distributors, and there were inevitably some service shortcomings. Starting this year, our factory has set up an office to conduct periodic visits to retail terminals. I'll visit you every week. You can tell me directly if you have any issues, and I'll help solve them within my capability. Also, look at the customer service card we've posted in your store; it has my mobile number and our company supervisor's phone. You can call anytime. We don't just sell you the product and forget about you. We provide periodic service to help you sell these products!" Salesperson: "Don't worry, I won't deceive you by making you stock products you can't sell. If you can't sell them, you won't buy from me again. My job isn't to 'get you to stock once' but to 'help you sell more.' Only when you have sales and profit will you continue to stock our products. So I must provide a series of services: help you arrange shelves to boost sales, calculate orders based on sales, give you promotional support directly, ensure you get promotional items, and inform you of changes in product focus so you don't stock the wrong items. I must help you make your business thrive. When you sell well, I get more orders; our interests are aligned. This time, stocking new products won't harm you. If you can't sell them, you'll come to me, so why would I create trouble for myself?" Salesperson: "Yes, yes, yes. New products just launched, consumers don't know them, so initial sales will be slow, but it's just a matter of time. Because it's new, we have such strong promotional support. In a few months, as the product gains traction and the weather warms into peak season, promotions will definitely decrease. Today's promotional price is so low that if you stock 24 bottles and sell 14, you've covered your cost. The remaining 10 are pure profit. There's no way the product will be a loss for you." Salesperson: "Don't wait until it's 'hot' to sell. In business, you need to get ahead of others and do what others haven't done to make money. You see, more than half of retail sales come from repeat customers. If you start early, your regulars will know you carry this product, and over time, they'll get used to buying it from you. By the time the product takes off, your path is already paved. If you wait until it's hot, it'll be too late. Besides, new products have higher margins now; later, margins may drop." Salesperson: "Boss, our new product not only has high margins, but it's also the company's key product this year. We have many merchandising tools like banners, posters, leaflets, hanging flags, table cards, standing cards, film/KT boards. We've also trained on merchandising methods to boost sales. We'll help you with displays in three positions: outside the store, inside, and on tables. Outside, we'll hang banners and do empty carton display rewards. Inside, I'll create a cut-case pyramid display near the entrance, surrounded by banners/posters/leaflets/film/KT boards. The closest to consumers is the table—I'll set up tabletop displays on the main hall tables, placing products and price tags so customers can grab them easily. Good product display is a silent salesperson. We've already set up several stores at the street corner following this standard. You can check for yourself and see if it boosts sales and if it's possible not to sell." Salesperson: "Now, not many people will ask for it by name, but soon more and more will, because this new product is our company's key product this year. We're running CCTV ads for six consecutive months. In our city, we've also put up billboards on certain roads and ads on buses." Store Owner: "No one asks for this product." Salesperson: "Of course no one asks; you don't have it, so how would they? This is a new product, so we need your support! Every product has a first time. Mature products also had no one asking initially. Some consumers like new things and are more receptive. Let them see it, and they'll love it after one sip. Try a box." Store Owner: "Can we do consignment? Give us some initial stock on credit, or we won't take it." Salesperson: "No! (Tone must be firm.) A few hundred yuan worth of goods, I think you'd be embarrassed to ask for consignment. Don't take too much; out of responsibility, start with one or two boxes. More would tie up your capital. Once it sells well, you can order more. Let's start with one box." Salesperson: "Boss, you know we never sell on credit. Besides, our new products are developed after thorough market research, and they're truly profitable. You've been in business for years; you know new products have the highest margins. If you don't believe me, ask Boss Zhang from Guangming Road. Last week, he sold over ** cases of this product in a week. With a profit of ** yuan per case, this single product brought him over *** yuan in profit, more than all his other products combined." Store Owner: "This liquor doesn't sell in my store." Salesperson: "Boss, I know this product isn't the fastest seller in your store, and it's not fast in other stores either. But even though there aren't many customers, some do buy it. If everyone stops selling it and only you carry it, won't you have more customers? Besides, customers who come for this product might also buy other items while they're here." Store Owner: "I don't want to stock now; I'll stock when someone asks." Salesperson: "Boss, by doing that, you'll lose a sales opportunity when someone asks, and you'll send your regular customers to the store next door or across the street to buy this product. Think about it: when we launched ** and **, no one asked for them beforehand. Now these brands contribute significant sales and profit to your store. So we have every reason to believe this new brand will achieve the same success." Store Owner: "I don't need all three types of liquor. I'll take one first, and if it sells well, I'll take the other two later." Salesperson: "Boss, these three SKUs have different positioning and target different consumer groups. Can you guarantee that all your customers are the same? Our market research shows the sales ratio for these three is 30%, 50%, and 20%. If you only stock one, you'll only get 30% of the business. If you stock all three, you'll get 100% of the business." Salesperson: "I'll make up a case with these three products. See which sells best this week, and next time you can order a full case of that. For the slower ones, order less next time. This reduces risk and increases profit." Store Owner: "I've sold it before, and it didn't sell well." Salesperson: "Thank you very much for your support, Boss ×. Can you tell me why it didn't sell well? Is it that consumers didn't like it, the product lacked appeal, the profit was insufficient, the manufacturer's service was lacking, the merchandising wasn't enough, or the price was too high? (Find the real reason.) It's okay, just tell me directly; it will push us to do better. But based on my years of experience, whether a product sells well mainly depends on the boss. If you're willing to support me, I'm confident it will sell well. For example, there's a convenience store on ×× Street, smaller than yours, and the boss was very willing to help sell it, and it sold better than some mature brands. Just because it didn't sell well yesterday doesn't mean it won't today. Like yesterday we didn't know each other, but today we're good friends. Don't you think so?" Salesperson: "Consumers need time to accept new products. Initially, they didn't know the product's quality, but now they do. What used to take a month to sell can now sell in less than a week. Why not stock a few cases today? Oh, I also brought promotional posters for this product. Let's decorate your store. When consumers see the poster and you recommend it, it would be strange if it didn't sell." Store Owner: "The price is too high; there's no profit." Salesperson: "What profit margin do you think is reasonable? (Ask what margin they want.) Don't compare our product with low-quality ones. Our product has guaranteed quality, made with genuine materials, and after-sales service is in place. On top of the current price, you can enjoy VIP-style service. You can compare; you get what you pay for. We don't promise high profits, only reasonable ones. I don't think you'd ignore product quality just for profit. If there are no other objections, let's take two boxes." Store Owner: "After-sales service isn't guaranteed." Salesperson: "Building a brand isn't a day's work, and no one wants to shoot themselves in the foot; it would hurt. As for after-sales service, the company is more concerned than you. Besides, we're just speculating here. If you don't give me a chance, you'll never know the quality of our service. Giving me a chance is also giving yourself one. If you find our service good, we can continue cooperating; if not, we can still be friends. How about two boxes?" Store Owner: "I don't trust salespeople." Salesperson: "That's true. (First agree with the customer.) There are indeed some irresponsible salespeople in the market who make promises but don't deliver, causing losses and harm to customers. Once bitten, twice shy. I understand your feelings. It's better to deal with familiar people. You see, I've come three times now. Our relationship has gone beyond cooperation. You can start with a small amount. If I do well, give me praise and encouragement. Let trust start with cooperation. How about a box?" Store Owner: "I've been burned before; salespeople didn't keep their promises." Salesperson: "Admittedly, some salespeople casually promise conditions and then fail to deliver. (First go along with the customer's thinking.) Such practices are just to gain your support, but it's not very ethical. Since you've had that experience, it's understandable that you have this prejudice against me now. My style is different: if I have it, I have it; if I don't, I don't. Claiming something that doesn't exist is clearly cheating you. Business is about integrity and long-term relationships. I wouldn't risk losing your trust by making empty promises; that would be a loss. Why not try cooperating with me? Give me a chance, and I'll give you a world. How about a case of ***?" Store Owner: "Are there any fees?" Salesperson: "No fees now. Our product is new, and the market approach is different from mature products. We're after market share. Fees are tied to sales volume. If you ask for fees, I might ask for sales targets. For now, I don't want to put too much pressure on you, and you might not accept my conditions. So let's not talk about fees; just support me by stocking. I'll put a box on the shelf!" Store Owner: "No consumers have asked for this product, so it won't sell." Salesperson: "Boss, consumers are already buying this product in large quantities at other stores. You probably know that impulse buying influences consumer decisions. If consumers have seen ads for this product on TV or other media and then see it in your store, they'll likely have the urge to buy it, and they might become repeat customers. This brings you not only profit from this product but also long-term benefits." Store Owner: "I can't stock this product; I have no shelf space." Salesperson: "Boss, I don't think that's a valid reason not to stock, because consumers have a demand for this product. As the weather gets colder, your beer sales will likely decrease. Why not free up some space for our liquor? It can earn you more profit. Since it's your first order, I suggest you start with a small amount. One case or two?" Store Owner: "Our supermarket can't arrange the display space as you requested because your product isn't the best-selling brand in our liquor category." Salesperson: "Although we're not the best-selling liquor right now, due to our strong market influence, our product will undoubtedly be the best-selling brand in your supermarket's liquor category. As a merchant, you should care not only about immediate sales but also about image and future sales contribution. Therefore, we believe the proposed shelf arrangement will bring the greatest benefit to the position and sales development of your liquor category." Store Owner: "Our supermarket can't arrange the display space as you requested because your product isn't the most profitable in our liquor category." Salesperson: "Although our per-unit profit may not be the highest, based on our influence in the local market, our sales in your supermarket will rise rapidly. As sales increase, our total profit will surpass all other brands. Such a display arrangement will bring greater profit to your supermarket and the liquor shelf you manage than currently." Store Owner: "Our supermarket can't arrange the display space as you requested because many other brands also need display space." Salesperson: "According to your supermarket's principles that a product's display space should match its sales share and that each product unit should occupy a certain display space, please maintain our current display space and give us additional space for new products. These new products will bring more profit to your supermarket." Store Owner: "Our supermarket can't arrange the display space as you requested because a certain liquor brand gives us the most market support in its category, so we have to prioritize that brand." Salesperson: "Although our current market investment isn't the largest, we are a brand committed to the national market and have the best performance locally. As the liquor market evolves, we believe our product will become your supermarket's biggest partner in the liquor category. According to industry authorities, our headquarters' brand is already one of the top brands in China. As we continue to grow in the Chinese market, our promotional and display investments will increase with the acceleration of the overall market. So giving our product maximum display support will help enhance the long-term competitiveness of your supermarket's liquor category in the retail market." Store Owner: "This prime position requires extra payment, and a customer is already planning to buy it." Salesperson: "We don't have a specific budget for this fee, but we can increase turnover through promotional activities, bringing returns for both parties. In fact, our investment in promotions far exceeds the fee you're asking for. So, a good position should be given to a good brand with good promotions to be more effective." Store Owner: "Why should I stock it?" Salesperson: "We launched this product before (Spring Festival, Mid-Autumn, etc.) with consumer promotions: each case includes a small barrel of peanut oil and a lucky draw. Now that (Spring Festival, Mid-Autumn, etc.) is approaching, consumers not only need it for themselves but also for gifts, so our gifts are very practical. A barrel of peanut oil costs 30-40 yuan in the supermarket. Consumers spend about 100 yuan on a case of liquor and get a barrel of oil; they'll see it as a good deal. Plus, there's a lucky draw. Some consumers take our product as a gift during the holidays and tell the recipient it's a chance to win a trip to Europe, which adds value and isn't tacky. With such strong consumer promotions, if you introduce it a bit, how can it not sell?" Salesperson: "Your store has a large fixed population (factory areas, residential areas, etc.). Once a new product is cultivated and sells well, it will create regular repeat customers." Salesperson: "Your store has a large floating population (bus stations, train stations, etc.). People from all over have different tastes and price needs, so it's best to have a wide variety. More variety means more opportunities." Salesperson: "There's an upcoming trade fair, tourism peak, etc. People from all over the country will come. You should prepare a diverse product line to sell." Salesperson: "A new upscale BBQ restaurant and a sauna club just opened near your supermarket. This will bring a new high-end consumer group, so you should consider stocking some premium products." Store Owner: "I can't decide; the money isn't in my hands. The boss lady has the final say. Or: I don't have money." Salesperson: "Boss, a case of goods isn't worth much. If necessary, I can advance it for you? I don't think a big boss like you would let a small salesperson like me advance it. This is your decision. Business isn't like playing mahjong. If your wife gets upset, I'll treat you to a meal later. How many cases will you take this time?" Salesperson: (Using direct confrontation.) "Boss ×, you're exaggerating. No one would believe you don't have money for a case of goods. Even if you don't, here's a chance to make money, and you're turning it down. I think you're just making excuses. Is it not about money? Is there another reason? (Find the real objection.) If not, I'll put down one or two cases." Salesperson: "Boss, a case of goods doesn't cost much, but it can bring you more than ** yuan in profit. Besides, we have stable service. Your competitors across the street and next door have already stocked up. If a consumer comes to your store for this product and you don't have it, they'll go to the competitor, and you'll lose that sale. Our business relies on repeat customers. If a regular can't find what they need, they might become a regular at another store." Store Owner: "Locals don't drink liquor from other regions." Salesperson: "Who says locals don't drink liquor from other regions? Many consumers are curious and like to try new things. Also, who can guarantee there are no outsiders here? Isn't there a nearby urban village where outsiders gather? These outsiders are far from home working hard; they actually miss the liquor from their hometown." Store Owner: "Your product prices are chaotic; I'm not making money." Salesperson: (This is an inevitable path as a product moves from introduction to maturity. A business backbone from Yanghe's old brand told reporters that when this problem arises, you only need to focus on the interests of large retail stores. You can ask what price it's selling for now and which customer is disrupting the price, then report the issue to the boss.) Store Owner: "I'll sell it when the weather gets colder." Salesperson: "Many customers initially thought the same, saying they'd wait for colder weather. But after communication, they're already selling it and doing well. (Give examples.) Actually, liquor sales aren't much related to weather; only the speed of sales is somewhat linked. Better to act now than wait. If you really want to support me, stock a case now! (Use a bit of provocation.)" Store Owner: "The taste doesn't suit consumers (too strong or too light)." Salesperson: (Using comparison.) "What taste do you usually prefer? Does your wife (or husband) have the same taste as you? Different people have different tastes. Besides, our product's taste is based on consumer research and appeals to the majority. We can't ignore the majority's taste because of a few differences. Don't you think? Taste can also be cultivated in sales, like a relationship: from not knowing to knowing, then falling in love. It's possible to love it after one sip, right? Let's take two boxes and fall in love." Store Owner: "I'll sell the slow-moving items first, then take this." Salesperson: "Thank you very much for your support of our product and me personally! (Have a grateful attitude.) I don't know how you define 'selling well' vs 'not selling well.' Based on my years of experience, I've found that if the boss is willing to sell, even a slow mover can become a fast seller, and if not, a fast seller can become slow. 98% of in-store sales depend on the boss. Our liquor is the same: it sells well in some stores and slower in others because of different levels of support. With your support here, I'm confident it will sell well. Since we've met by chance, sell early and make money early. One case or two? (Choose one of two.)" Store Owner: "The 'one more bottle' promotion is troublesome; redemption isn't timely." Salesperson: "We not only have the best product but also the best service. For 'one more bottle,' there are three channels for redemption: distributor, sub-distributor, and salesperson. You can call any of them anytime; it's convenient and fast. We come every Wednesday. Do you think this service will cause you any trouble? Will you take one case or two?" Store Owner: "Give me the POP; I'll put it up for you." Salesperson: (Never believe the customer will actually put up the POP.) "Thank you for your support, but the company has strict requirements for POP placement, and there are dedicated inspectors. I'll handle this; no need to trouble you. Just help me sell more of our liquor." Store Owner: "The 'prize in the box' is troublesome." Salesperson: "First, you need to understand the purpose of the 'prize in the box' promotion. What aspect do you find troublesome? The 'prize in the box' is a direct rebate to the customer, allowing them to profit directly. You might think collecting the boxes is troublesome, but you're overthinking. A case of goods is displayed quickly, doesn't take extra space, and doesn't require stocking up. If it sells well, we continue; if not, consider it a favor to me. How about a case?" Store Owner: "I'll call you if I need it." Salesperson: "Ha, Boss ×, thank you for your support. Your words remind me of a customer who said exactly the same thing, saying they'd call me if needed. Years have passed, and they still haven't called. Clearly, you're just fobbing me off. Can you tell me the real reason you don't want to stock? (Understand the customer's true objection and need.) I have stock now; I'll put down two cases directly!" Store Owner: "I already have two of your products; I don't want to add more." Salesperson: "Since you have two products, it shows consumers here have accepted them. You know that different consumers have different needs, and even the same consumer has different needs at different times. So we need to offer more choices to better meet consumer needs, and that's how you make more profit. So I suggest you stock this product too." Store Owner: "I don't want to stock these 2-jin or 3-jin bottles of liquor." Salesperson: "Boss, our large-format products are developed for loyal liquor consumers and the gifting market. Although the unit price is higher than the 1-jin bottle, the price per jin is cheaper! Whether consumers buy for personal consumption or gifting, it's quite cost-effective." Store Owner: "Why should I help you promote this product?" Salesperson: "Boss, you're not promoting a new product for us. Some manufacturers want retailers to promote their new products, which means they don't understand the product's sales potential or don't want to spend more on promotion. Selling the new product to the retail store is the end of their job. But we're constantly running promotions and providing strong advertising support. Consumers will associate the new brand with your store based on ads and promotions. They'll be interested in the product features shown in the ads and try it. So you should give them a chance." Store Owner: "Why is your price higher than elsewhere?" Salesperson: "a) Because we offer home delivery, even on-demand, which inevitably increases our costs. b) Wholesale markets only offer discounts for large quantities, but our home delivery has no minimum quantity. c) (Show the store owner daily visit reports or promotion tracking forms to explain) Our salary isn't tied to sales volume, and we don't get commissions. We're evaluated on the number of stores we distribute to and helping store owners build a good in-store image. d) Since we're factory-direct, you don't have to worry about buying counterfeit goods that hurt your profits and reputation. e) Our supply is stable, and regular visits ensure you don't run out of stock. In times of tight supply, we always prioritize our direct customers. f) Our hot products are always available at stable prices to meet your needs, unlike the wholesale market where prices fluctuate. g) Even if you need just one or two cases, we deliver immediately, so you don't tie up capital and increase cash flow. h) Our salespeople will help you manage shelves, put up posters, effectively improve your store image, and increase business opportunities." Store Owner: "What if we can't sell it? Will you take it back? What if you don't keep your word?" Salesperson: "Boss, our products are developed after market and consumer research, so there will definitely be consumers buying. (First build confidence!) Look, our previous ** and ** products all became successful. Even if sales are slow here, we can exchange the goods for you, but you need to notify us within the specified time, and we'll exchange them for best-selling products for free." Store Owner: "The profit on this product is too low; we won't sell it." Salesperson: "Boss, famous brands generally have lower margins, but they sell in high volumes, so the profit is made up by volume. Additionally, famous brands can drive sales of other products. When consumers come to buy this product, they'll see other products and buy them too, bringing extra profit to your store." Store Owner: "We have many liquors at this price point; I don't want to add more." Salesperson: "Boss, a product can't be sold to everyone, so each product has its target consumer group. It's like cars: some buy Volkswagen, others buy BYD. Offering different choices at the same price point makes your business better. And our product can truly bring profit growth." Store Owner: "I'll just take this one type; I'll get the others next time. I don't know when this case will sell out." Salesperson: "Boss, how about this: I'll leave 4 bottles of each of the three new products, making exactly two cases. The price is the same, but your product range is richer. Next time you order, you can take a full case of the best seller and less of the slower ones. That way, you have no risk." Store Owner: "Why is your similar liquor more expensive than ***'s?" Salesperson: "Boss, you get what you pay for. The brand, quality, support, packaging—all are different. How can different products be compared? Both are cars, but a Mercedes can sell for over a million, while a Santana wouldn't be worth a million to you, right? Our liquor is a famous brand and can drive sales of other products, bringing you more profit than the price difference." Store Owner: "My store is clean; I don't allow posters." Salesperson: "Posters promote the product and your store. When consumers see the poster, they'll know you carry this product and come to your store. Without it, they might think you don't have it and go next door. I'll come every time to put up posters and keep the products clean. You just wait to collect the money!" Store Owner: "This is a grocery store; we've never sold this kind of liquor." Salesperson: "Boss, I used to think the same. But if consumers see our product while shopping, they'll likely want to buy some. The tea shop down the street stocked our ** liquor and now sells dozens of cases a week." Store Owner: "The boss isn't here; come back later. I can't decide." Salesperson: "It's okay that the boss isn't here. I believe the boss trusts you highly since they put you in charge. If your management brings higher profits, won't the boss have a new evaluation of your abilities? (Learn to appreciate.) I think you can decide on one or two cases." Salesperson: "Why not call the boss? Stocking in time is helping the boss make money. Calling promptly shows you care about the business and are responsible. The boss will surely reward you when they return." Salesperson: "The sales process is a game and an inspiration. The achievements you make depend on your attitude toward learning. The more you learn, the more you gain, and the greater your chances of success. Diligence is key; with diligence, nothing is difficult. In sales, you need to be diligent with your mouth, hands, and feet. I wish you all success in the sales field, soaring higher and higher, becoming successful salespeople!" Excellent Product Promotion: China's first brain gold beverage "Shanlong" brain gold beverage national recruitment. Reasons for recommendation:

  1. Category innovation: The first DHA brain gold beverage in China, beneficial for adolescent brain development, opening a new blue ocean in the beverage market.
  2. Unique and eye-catching packaging: Patented dragon claw bottle design, the first sci-fi fashion beverage bottle internationally, extremely outstanding in terminal display. Advanced imported sports cap, first introduced in China, fashionable and cool, with high technical barriers.
  3. Distinctive selling points: China's first brain gold beverage, brain-healthy drink, fun and fashionable bottle design, ensuring product popularity.
  4. Weak competition: Shanlong is a completely original category and appearance, with few competitors.
  5. Huge consumer group: Targeting students and adolescents, channels like schools and internet cafes with concentrated young groups can explode rapidly.
  6. Small investment, big profit. Can trial sell in small quantities, terminal retail price 5 yuan, huge profit. (Due to busy work, please do not contact if you are advertising or have no experience/channels. Thank you for your support.) National blank market hot recruitment, no more after missing. Long press the QR code below to add Manager Lin's WeChat: Guangdong Heyuan Fengsheng Food & Beverage Co., Ltd. Website: WWW.FOODSUN.CN -END- China's best FMCG distributor learning platform Focusing on providing professional, practical, and applicable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operation | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brand | [Long press QR code to follow] Join QQ/WeChat group, please click: Read original text