In the process of introducing new products to regional markets, the effectiveness of the initial distribution and whether it meets expectations are often key factors determining success or failure. For many distributors, the distribution of new products can be done quickly, but market activation after distribution is slow. Once products don't sell, it means the new product has left a bad impression on retail stores, not only affecting the customer relationships built over years, but also making it difficult for distributors to distribute other new products in the future. 1. Importance of Sell-Through Rate The most direct and important indicator of a distributor's performance with a new product is the terminal sell-through rate after distribution. Because the terminal is the last step where consumers decide to buy, and it's where distributors ultimately realize profits. If distributors operate well, terminals can guide consumption, enhance brand image, increase product flow, and secure better and more survival space and resources for distributors. With intensifying industry competition, terminal sell-through has become the core lifeline of sales in the distributor's market. Therefore, solving the terminal sell-through problem is the top priority for increasing sales. So, how can distributors solve the sell-through problem of new products after distribution? 2. Reasons for Poor Sell-Through 1. Low Distribution Quality Sales personnel purely pursue distribution rate, focusing only on completing the number of stores within a specified time, without in-depth understanding of the target terminals for the new product, leading to a mismatch between the target group and purchase locations. For example, some stores are simply not a fit for the new product, or some stores are in a half-dead state. This leads to slow sell-through, causing the new product and brand image to decline. 2. Distribution Without Management After distribution, terminal management is equally important, requiring follow-up management and close service. Distributing without managing is worse than not distributing at all. During market visits, Manager Li found that the phenomenon of distribution without management is everywhere. For example, some terminals have the product distributed, but it's placed in an inconspicuous position where customers can't see it; others have the product stored in the warehouse, but not on the shelves. Terminal networks have width but lack depth. Another situation is that the market distribution rate is good, but there are many outlets, yet very few core outlets that actually generate sales. 3. Lack of Terminal Merchandising Sales personnel go through the motions, appearing busy, but actually they're just running to outlets, focusing on delivery, payment collection, and other routine tasks. The sales volume of distributed products becomes the only goal, and they don't seriously solve problems. Their daily work is just checking if the store has stock and if they need more. They seem busy, but they're only doing superficial work and not fully taking responsibility to ensure smooth channels. For example, some salespeople forget about product display and terminal merchandising (such as promotional materials, price tags, POP, shrink wrap, KT boards, etc., which are almost invisible in the market), and some forget to introduce the product's unique selling points and features. Distribution is a technical job! "It's been sold, but it didn't sell well;" "I don't want to sell new products;" "The price is high, no profit;" "After-sales service is not guaranteed;" ... Have you heard these words, salespeople? How do you respond when customers refuse? For new product launches and daily visits, persuading terminal customers to stock up is a headache for many salespeople. In fact, using certain strategies and mastering sales skills during distribution can effectively stimulate terminal customers' enthusiasm to stock up and increase the probability of ordering. 3. Salespeople Need to Position Themselves Correctly The main responsibility of a salesperson is to promote the brand and products. As a salesperson, you need to think of every possible way to get customers to accept the brand and place orders. If a customer says no and you just turn around and leave, are you really a salesperson? Think about it: are you positioning yourself as a salesperson or a delivery person? If you position yourself as a delivery person, it's hard to fulfill the mission of distribution. 4. Adequate Preparation Before distribution, you must prepare well, such as understanding the brand, fully knowing the product (specifications, performance, price, selling points, packaging, etc.), grasping marketing policies, understanding competitors, and analyzing channels. Sharpening the axe won't delay the wood cutting. If you distribute blindly, it's hard to do a good job. 5. Distribution Needs Planning Before distribution, you must know what to do first and what to do later, such as distributing in urban areas before townships, supermarkets before circulation channels, rather than aimlessly doing whatever comes to mind. The principle is to start with easy channels, create model markets, to facilitate better distribution and increase distribution rate. 6. Distribution Requires Patience and Effort Distribution is not a quick glance but a deep dive. You must be attentive and diligent with every terminal customer. Let every terminal customer see the sample and packaging, know the price and profit, and more importantly, know the unique selling points and the bright future of the brand and product. Every visit must be effective. The more serious and responsible the salesperson, the easier it is for terminal customers to order. Conversely, if the salesperson is perfunctory, don't expect orders. 7. Distribution is a Long-Term Battle For new brands and new products, distribution cannot be rushed. Terminal customers need time to understand and accept new brands and products. Salespeople shouldn't expect customers to agree to order after just one visit. Of course, some terminal customers order immediately, but they are a minority. Salespeople need to visit terminal customers once, twice, three times... repeatedly, answering questions and doubts, gradually building trust and goodwill, and finally forming orders. The process of visiting customers is the process of getting them to fully accept the brand and product. This process cannot be rushed; it requires patience and perseverance. 8. Distribution Requires Summarizing Keep a market diary during distribution, learn to analyze, summarize, and improve, and find suitable distribution methods. A good memory is not as good as a bad pen. Keeping a market diary means recording the details of each day's distribution, including the route, detailed customer information (address, phone, owner, nature, scale, features, etc.), and also recording which customers ordered, which didn't, why they didn't, and when to visit again. This helps improve distribution strategies and plan market distribution. Therefore, it's recommended to write good distribution notes and use the diary well. Distribution is all about these things. As long as your direction is right and your methods are right, distribution becomes simple. Remember, distribution requires care, patience, and perseverance. -END-