Friendly Reminder: Click the blue text above to follow "FMCG Distributor Professional Consulting" for more insights on marketing and distributor management.

Getting new products onto retail shelves and in front of consumers is crucial for a successful product launch. Based on my experience with new product distribution, I've compiled the following common communication techniques and methods, hoping they serve as a catalyst for further discussion:

1. Store Owner: "This new product isn't the best in your line, so why should I stock it?" Sales Rep: "Boss, not every product is the best in its category, but each tier has its target consumers, and every product we offer genuinely contributes to your profit growth. It's like cars: Mercedes has its buyers, but plenty of people still drive Santanas. In fact, more people drive Santanas than Mercedes."

2. Store Owner: "No customers have asked for this product, so it won't sell well." Sales Rep: "Boss, while I'm telling you about other stores' success, consumers are already buying this product in bulk elsewhere. You know that impulse buying influences consumer decisions. If they've seen ads for this product on TV or other media and then spot it in your store, they'll likely want to buy it, and they might become repeat customers. That brings you not just profit from this product but long-term gains."

3. Store Owner: "I can't stock this product; my shelves are full." Sales Rep: "Boss, that shouldn't be a reason not to stock it, because there's consumer demand. Now that Chinese New Year is over and it's getting warmer, gift box sales will decline. You could free up some space for this product and earn more profit. Since it's your first order, I suggest starting small—how about one or two cases?"

4. Store Owner: "I stocked this before, but it took forever to sell." Sales Rep: "Consumers need time to accept new products. Initially, they weren't familiar with the quality, but now they know it well. What used to take a month to sell might now sell in under a week. Why not take a few cases today? Oh, I also brought promotional posters to decorate your store. When customers see them, you can recommend the product, and it'll sell like hotcakes."

5. Store Owner: "I already carry two of your products; I don't want more." Sales Rep: "Since you have two, it shows customers accept them. You know different consumers have different needs, and even the same consumer's needs change over time. Offering more choices helps satisfy them and boosts your profits. So I suggest adding this one too."

6. Store Owner: "I don't want this large size." Sales Rep: "Boss, this large size is designed for families with many members who use it for cooking. Many such families travel far to wholesale markets to buy it, and they buy in bulk to reduce trips. If you offer it, they won't have to go far, and you'll increase your profits."

7. Store Owner: "This size doesn't sell in my store." Sales Rep: "I know it's not the fastest seller here or elsewhere. But even if few customers buy it, some do. If you're the only one stocking it, you'll attract those customers. Plus, they might buy other items while they're here."

8. Store Owner: "I don't need to stock every size; I can't compete with big stores." Sales Rep: "Research shows that when consumers can't find what they need, 40% delay purchase and 60% go elsewhere. Do you want to let profits slip away? Having what others have, and more, is your best bet."

9. Store Owner: "I'll wait until someone asks for it." Sales Rep: "That means losing sales and sending customers to your competitors. Remember when we launched [brand names]? No one asked for them either, but now they contribute significantly to your sales and profits. So we have every reason to believe this new brand will succeed too."

10. Store Owner: "I don't need all three sizes; I'll start with one and add later." Sales Rep: "Our market research shows the sales ratio for the three sizes is 30%, 50%, and 20%. If you stock only one, you get just 30% of the business. With all three, you get 100%. During launch, stores with full range sell several times more. If a customer wants the large size and you only have small, your competitor with full range will win. Let me pack one case with all three; see which sells best this week, then order full cases next time. This reduces risk and increases profit."

11. Store Owner: "Why should I help you launch this product?" Sales Rep: "You're not launching it for us. Some manufacturers just want to sell to retailers without support, but we provide strong advertising and promotions. Consumers will associate the new brand with your store and be curious to try it. Give them a chance."

12. Store Owner: "If you're factory-direct, why is your price higher than the wholesale market? Are you taking big commissions?" First Set of Answers: a. We deliver to your door, anytime, any quantity, which adds to our costs. b. Wholesale markets offer discounts only for large quantities, but we have no minimum. c. (Show daily visit reports or promotion tracking sheets) Our salary isn't tied to sales volume; we're evaluated on store coverage and helping you improve store image. Second Set of Answers: d. With factory-direct, you avoid counterfeit goods that hurt your reputation. e. Our supply is stable; we ensure you never run out, and during shortages, we prioritize direct customers. f. Our hot products are priced stably, unlike wholesale market fluctuations. g. Even one or two cases, we deliver immediately, so you don't tie up capital. h. Our sales staff help manage shelves and put up posters, improving your store image and sales.

13. Store Owner: "What if it doesn't sell? Will you take it back? What if you don't keep your word?" Sales Rep: "Our products are developed after market research, so there's demand. Look at our previous products—they all succeeded. If it doesn't sell well, we'll exchange it for fresh stock if you notify us within the specified time, free of charge."

14. Store Owner: "Give us some free stock or credit, or we won't take it." Sales Rep: "We never sell on credit. Our new products are thoroughly researched to make you money. You know new products have the highest margins. Ask Boss Zhang on Guangming Road—last week he sold over 100 cases, earning over 500 yuan in profit, more than all his other products combined."

15. Store Owner: "The profit margin is too low; we won't sell it." Sales Rep: "Branded products have lower margins but higher volume, so profits add up. Plus, they attract customers who buy other items, bringing extra profit."

16. Store Owner: "I'm out of money; I've spent it all on other stock." Sales Rep: "A case costs only tens of yuan and brings more profit. We offer reliable service, and your neighbors have already ordered. If customers come and you don't have it, they'll go next door. You'll lose a sale and maybe a regular customer."

17. Store Owner: "Your product looks smaller than the competitor's." Sales Rep: "Let's weigh them—they're the same weight. It's just the shape. If ours looks smaller, it means we have more [ingredient] and less starch, which consumers prefer. How about a case or two?"

18. Store Owner: "Your product has low [ingredient] and too much starch; it doesn't taste good." Sales Rep: "We offer different grades for different budgets. The low-[ingredient] ones are the economy line. We have high-[ingredient] options here—these have especially high [ingredient]. How many would you like?"

19. Store Owner: "I can't decide; my wife handles the money." Sales Rep: "A case isn't expensive. If needed, I could cover it for you, but I doubt a big boss like you would let a salesperson do that. You're the boss here. If your wife gets upset, I'll treat you to a meal. So, how many cases?"

20. Store Owner: "I'll just take this product; I'll order the others next time. This case might last forever." Sales Rep: "How about this: I'll leave 30 units of each of the three new products, making one case total. Same price, but you have variety. Next time, order more of what sells well and less of what doesn't. That minimizes your risk."

21. Store Owner: "Why is your product one yuan more than the competitor's?" Sales Rep: "You get what you pay for. Different products can't be compared directly. A Mercedes costs millions, but you wouldn't pay that for a Santana. One yuan per case is just a cent per unit, which won't hurt your profits. Our brand brings traffic and extra sales, so the benefit far exceeds that yuan."

22. Store Owner: "My store is clean; I don't want posters." Sales Rep: "Posters promote both the product and your store. Customers see the poster and know you carry it, so they come in. Without it, they might think you don't have it and go elsewhere. I'll put up posters and keep the shelves tidy every visit. You just sit back and count the money!"

23. Store Owner: "I'm busy today; come back another day." Sales Rep: "I'm sure you wouldn't turn away money. Let me check what you're low on, and we'll unload quickly, as usual. How about it?"

24. Store Owner: "I run a pharmacy (or jewelry store, stationery store, etc.); I never sell such products." Sales Rep: "I used to think that too. But if customers see our product while shopping, they'll likely want some. At the Health Pharmacy in the south of town, they stocked our product and now sell dozens of cases weekly."

25. Store Owner: "My chef can make these; I don't need your ready-made products." Sales Rep: "Our product is mass-produced, affordable, convenient, and boosts efficiency. It gives your customers more choices and will only improve your business."

26. Store Owner: "The boss isn't here; we can't decide." Sales Rep: "Why not call the boss? Ordering now helps him make money, and it shows you're attentive and responsible. He'll likely reward you when he returns."

Of course, these scripts alone don't guarantee success. New product distribution requires persistent effort and coordination with other activities, such as promotional pull in key cities or high-traffic areas once distribution reaches 60%, or pulling first then pushing. Combining push and pull helps new products sell quickly.

Reply with keywords to find related articles: sales supervisor, second-tier management, regional manager, distributor management, new channels, city manager, competition, 2015, manufacturer-dealer game, slow-moving products, terminal visit management, route management, deep distribution, internal management, sales skills, profit improvement, recruitment, distribution, daily management, team motivation, trade promotion, sales mistakes, new product launch, township market, new product pricing, sales target achievement, closing, market visit inspection, baijiu, beer, sales growth, agency products, cross-region sales, KA, terminal merchandising, new market, market operation, learning, book recommendations, inventory management, new salespeople, consumer promotion, execution, old products, near-expiry handling, model market, franchise, new media, distributor development, performance appraisal, assessment, annual planning, shopping guide, morning meeting, display, transformation, inventory pressure, holidays, distributor cost control, channel operation, marketing theory and laws, brand truth, ordering meeting, team management, training, debriefing, debriefing report.