---
title: "A Dumb but Effective Terminal Sales Method"
description: "This article discusses a persistent, service-oriented approach to selling to difficult retail stores, emphasizing repeated visits, setting small goals, and using service to break down resistance. It provides practical strategies for overcoming objections and eventually winning over stubborn customers."
author: "魏庆老师"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2015-09-08"
language: "en"
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---

# A Dumb but Effective Terminal Sales Method

> This article discusses a persistent, service-oriented approach to selling to difficult retail stores, emphasizing repeated visits, setting small goals, and using service to break down resistance. It provides practical strategies for overcoming objections and eventually winning over stubborn customers.

**Note:** There is a folk saying, "A hard stone still needs a soft rope to bind it," which roughly means that gentleness can overcome strength, and constant dripping wears away a stone. Salespeople facing aloof and difficult stores most need this spirit—perseverance and repeated visits.

1. **Be prepared and don't be intimidated by customer rejections.**
The most arrogant attitude comes not from small mom-and-pop stores but from supermarkets. When a supermarket buyer first meets an unfamiliar supplier's salesperson, they often act tough: "I only have two minutes. Our policy this year is a 20,000 yuan listing fee for new brands. If you can accept that, we'll talk; if not, please leave." Or they might say, "We don't have plans for this right now," and walk away. Novice salespeople might feel frustrated and desperate. But let's analyze: Is the supermarket really not interested in new products? Impossible—new products mean new sales, new gross profit, and new fees! Is the 20,000 yuan listing fee really non-negotiable? Many deals start at 20,000 and end at 2,000. So why won't they talk? The store's rejection is often just a professional habit; they are used to saying "just say no." Maybe they want to give you a hard time (requiring you to visit multiple times), or maybe they are busy or in a bad mood that day, or they are occupied with promotional schedules and have no time to discuss new products (so you need to come back at a different time). Perhaps they know nothing about your new product and don't know how to talk about it, so they walk away to check the product's sales in other stores (giving you time). Or maybe they are not interested in your product and proposal (they are worried about low gross profit, but you bring a special price plan for a low-priced product). In short, there is no love without reason, nor hate without reason. The store may not be interested in new products, but they are definitely interested in making money! The more unfamiliar the customer, the more likely their rejection is a facade. Visit multiple times, find the reason behind their tough attitude, and the problem will be solved.

2. **Take the initiative; don't believe customers' excuses and lies.**
When small and medium terminals reject you, they rarely say "no" directly. Most will give you an excuse. Common excuses include:
- "Don't bother. When I decide to order, I'll call you."
- "I'm selling other products now. Let's talk next time."
- "Your sister-in-law is not here. I can't decide. Let me discuss it with her when she returns."
- "The boss is not in."
- "I've known Lao Wang (the distributor) for years. I can just call him to deliver goods. I don't need you to sell to me. Don't bother with my store anymore."
- "I don't have money these days. Let's talk later."
- "No space to put it. Next time."
- "It's off-season; things aren't selling. Come back in peak season."
...
If you think carefully, excuses like "no money," "no space," "boss not in," and "off-season" are all just excuses—aren't other stores selling? Isn't your space and money meant for stocking up to make a profit? The most deceptive part of these words is not rejection but procrastination—"let's talk next time," "I'll call you when I need goods." If you believe these words, you can't do sales.
Never believe that customers will come to you! You must take the initiative!

3. **Set visit goals: take small steps, but keep moving.**
Sales truly begins when the customer says no. Closing a deal on the first visit is not sales; it's luck. Especially for difficult stores and big stores, don't expect a one-time success. Set a goal for each visit: For example, the first visit might just be to get acquainted, establish contact, introduce your service process, register complaints, and show samples. The second visit is to handle complaints, improve relationships, do in-store visual merchandising, tell the profit story, and analyze "your store lacks this product." The third visit is to use "social proof" by showing orders from other stores that sell well. Take small steps but keep moving. Set a small goal each time, and completing that goal is a victory. This way, your sales mindset will be calmer, you won't be flustered, and the customer won't feel too pressured.

4. **Dealing with "the boss is not in"**
If you visit many times and are always turned away with "the boss is not in," that's a big loss. Maybe one day you'll find out that the person who told you "the boss is not in" is actually the boss. The plan of "taking small steps but keeping moving" can't be implemented at all. Here are specific countermeasures:
- **Adjust your mindset:** Many salespeople fear meeting big store bosses. But when you actually meet them, you often find they are quite polite. If you are diligent in service and build relationships, this store where "the boss is never in" becomes an advantage—other manufacturers can't get in, but you can directly talk to the boss!
- **Get the phone number:** Ask the staff who the boss (or the manager in charge of purchasing) is and when they are in. Try to get the boss's mobile number, call or text to schedule a meeting, and then come back.
- **Written communication:** Write down your name, phone number, the product you want to sell, price, and policy, and ask the staff to pass it to the boss. Leaving a sample is even better.
- **Visit more often:** A second visit on the same day might catch the boss. Or on your next pass, if you see someone who looks like a leader through the glass, don't be afraid—just push the door open and go in. You might run into them.
- **Find an insider:** Who knows best whether the boss is in? For big stores, it might be the doorman or security guard; for small stores, it might be the waiter or sales clerk. Target one or two people who don't seem hostile to you (like the shift leader, bar waiter, or cashier). Chat with them each visit, give a small gift, talk about product advantages and profit stories, and ask for their help. They can at least tell you who the boss is, when they are in, and who can "put in a good word" with the boss. Next time you talk to the boss, if this "insider" can chime in with "this product sells well in several nearby stores," it can be crucial.
- **Introduction through acquaintances:** The store owner must have acquaintances. The distributor might know them (if the store carries other products from the distributor). The owner of a neighboring or opposite supermarket might know them. Or maybe someone from industry and commerce, tax, classmates, or fellow townsfolk—if you think hard, you can find an intermediary. You might appear as a friend, fellow townsman, or relative of the introducer. After all, we just want a meeting; business is still based on professionalism, product, and profit stories!
- **Turn customers into employees:** Generally, owners of larger stores have a circle; they might have tea or play cards together in the morning. If you work hard to win over one store owner and build a relationship, you can sweet-talk and ask, "Brother, can you introduce me to a few other owners?" It's not impossible.

5. **Visit repeatedly, provide service, and use a soft rope to bind a hard stone.**
The article "Use service to break the ice—I'm here to serve, not to sell" talks about breaking the ice with attitude, product, acquaintances, promotional materials, handling complaints, and service processes. These methods apply to all unfamiliar customers. For stubborn stores, the "ice is thicker," so you need to break it repeatedly. Consider this case:
- **First visit:** The store is crowded, and the boss ignores me? That's okay. We get acquainted. I follow the standard customer visit steps. The focus of this visit is to show samples, explain policies, and ask if there are any complaints to handle. Also, I give you two small gifts. You won't let me put up posters? That's fine. See you next time. As I leave, I say, "It's our first meeting, so it's normal that you don't order. We're not just here to sell; we come once a week for service. After a few visits, when we get familiar and trust each other, we can cooperate."
- **Second visit:** The boss still ignores me? That's okay. I still follow the standard steps. This time, the store is less crowded, and there's space. I do display and inventory management: I tidy the shelves, wipe dust off products, do FIFO (first in, first out) for your products (even if they're not ours), and tell you that I've put the two boxes with older dates in front for you to sell first. Also, a surprise—I've exchanged the two damaged packages from last time.
- **Third visit:** The boss gives me a lukewarm greeting and says he has no money to order now? That's okay. I still follow the standard steps. This time, I focus on cleaning the display cabinet. I get a basin of hot water with laundry detergent and clean the display cabinet thoroughly. I tell the boss that in winter, the refrigerated display cabinet doesn't need to be plugged in, but it still needs maintenance, or it won't work in summer. Oh? Last time I did FIFO and put the older products in front, but they've been pushed to the back again? That's okay. I'll rearrange them again. The storeroom is dark, so I use my phone's light to check production dates and put the older stock in front. In the freezing cold, I'm sweating from work. As I leave, the boss offers me a cigarette and says, "Thanks for your hard work." I know I'm making progress; next time I should make my move.
- **Fourth visit:** An unexpected turn—the boss's wife firmly refuses to order. After my previous efforts, the boss was almost won over, but this time she ruined it (I think to myself, luckily there's only one wife). That's okay. I still follow the standard steps. The wife loves money, so this time I focus on the profit story, show her orders from other stores, and even call a driver to deliver wine to the neighboring store in front of her. She's tempted but doesn't act, saying, "Let me think about it." I reply, "That's fine. Whether you order or not, I'll come every week for service." Before leaving, I replace the store's posters with new ones and give her a ballpoint pen.
- **Fifth visit:** Bad luck—both the boss and his wife are out. The boss's mother is watching the store. She speaks a dialect and is hard to understand; I can't even have a conversation. I'm about to cry. Just then, the sky darkens and it starts to drizzle. I quickly help her move the products from the storefront inside. After all that work, my clothes are soaked. The old lady seems touched and invites me to sit inside. This time, with the boss and his wife away, and the old lady being easygoing, I place our products in the best positions on the shelves, hang ten ceiling banners, and put six posters on the wall near the entrance. The store looks like a model store. The old lady insists on giving me a drink. I can't refuse, but as I leave, I put money on the windowsill and run off—I can't take advantage of her.
- **Sixth visit:** Great! All three "top executives"—the boss, his wife, and his mother—are present. The old lady sees me from afar and calls me in for water. The boss offers me a cigarette. Only the wife is still lukewarm, but she gives me a smile. Haha, I finally get to sit down. My six months of sales experience tell me that few deals are closed standing up. If the owner gives you a stool, you have a chance. So I sit, drink water, smoke, and chat with the boss. I say, "I know you haven't decided to order, but please don't be unwelcoming. I'm here for service. Running a small store isn't easy, so you should be cautious. But I want to know what you're worried about. Is there something I haven't explained clearly?" The wife says that the main issue is that customers don't ask for our new brand. Thanks to the posters I put up last time, someone finally asked if they had the product. I'm overjoyed—we're finally talking about ordering! I start using multiple sales techniques: "If you only sell what customers ask for, you won't make money. You need to sell what you want to sell to make a profit." "Last time, posters got people asking. This time, I'll not only put up posters but also give you an empty-box display reward to boost consumption." "Start with half a case. I'll give you the freshest stock this month, with 12 months of shelf life. Also, I'll apply for the new-store display reward promotion for you (the promotion ended two days ago)." "Out of the five supermarkets in this community, you're the only one that hasn't stocked this product..." The wife is still hesitant. The boss gets angry: "Young man, you've been so sincere and come so many times. Stop hesitating. I'll decide—take two cases." In the end, I only write an order for one case—I have to give the wife some face; she's also a "top executive" of the store.

As I walk out, I breathe a sigh of relief. This stubborn store is finally won over. It took six visits to sell one case of new product. The most important thing is that this store has started ordering from me. If they order one new product today, I can get them to sell the full range in the future. As long as I keep up with service, this store is "my dish."

I reflect: When I first entered the industry, I thought sales required being clever and smooth-talking. But later, an incident taught me a lesson. About two months into the job, there was a hotel where I tried every trick, but they were as stubborn as a mule. I had no choice. Every day during the lunch rush, I went to their store. I didn't sell or talk profit. I just helped wipe tables, serve food, and sweep the floor for an hour, then left. The next day, I came again. I did this for nearly half a month. The boss couldn't take it anymore. One day, he kept me for a meal and said, "I'm afraid of you. You come every day, say nothing, just work. You're driving me to insomnia. Look, whatever my store can sell, give me a little of each. Not for any other reason, but because you're a sincere person." From then on, I understood what kind of person can do sales well. It doesn't matter if you're eloquent; what matters is persistence and hard work, like embroidering the market stitch by stitch. Sometimes I compete with myself—if I can't win over even the smallest customer, I feel uncomfortable. It's not just about selling that one case; it's about giving myself confidence and letting myself succeed again. I've even seen customers who wouldn't let me in and chased me out. My secret is that there are no good or bad customers, only different ones. Be persistent and visit often:
- If you won't let me sell, can I at least give you my business card and get acquainted?
- Can I leave two small gifts and go?
- Can I put up a poster?
- Can I help handle a complaint?
- Can I help wipe your shelves?
- If you're washing vegetables, can I help?
- If it's raining, can I help move your goods inside?
- If you can't make change, can I help exchange some coins?
- If your child is crying, can I help soothe them?
- If all else fails, can I come to your store for lunch and buy a pack of cigarettes or a rag to start a conversation?

**Summary and Analysis:**
"Don't expect to close on the first visit," "Sales begin when the customer says no," "Sales is about probabilities," and "Never believe customers will come to you"—these are the martial arts secrets passed down by veteran salespeople. In practice, it means first being prepared, knowing that there's a reason for rejection, and then being persistent with repeated visits.

What to do during visits? Professionally, follow standard visit steps. In detail, record customer information, give small gifts, post customer contact cards, manage inventory, handle defective products, handle complaints, do visual merchandising with posters to boost sales, and even help with odd jobs if possible. If the boss is not in, find ways to get their phone number, find acquaintances or insiders to help arrange a meeting, and so on. There are so many things you can do. In short, "a smiling face doesn't get hit." I'm providing service—how can that be wrong? If once doesn't work, try a hundred times. I'm not trying to tear down your house; I'm trying to sell you a product that makes money (product plus profit story). I don't believe you're immune to persuasion. One day, you'll give me a smile, offer me a seat, and discuss ordering. As long as you're willing to talk, I'll find a way. I'll solve your concerns, or you can order a small amount to try. Sincerity can move mountains. As Xiao Shenyang said, "You can not love me, but you can't stop me from loving you. Flowers are innocent."

People say sales is "hard work." I often joke, "It's not a bitter heart, but a bitter fate." In this line of work, that's the fate. Without the hard work of a salesperson—crawling through ice and snow, walking the streets—you won't become a manager who commands the battlefield. The sales industry is fiercely competitive. If you don't fight for your life, life will fight you!

**-END-**

*Excerpt from "Terminal Visit General Model"*
September 10, 2015
20:00--21:00
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