---
title: "After Product Distribution, Learn Step by Step How to Achieve Sell-Through!"
description: "The most direct and important indicator of a distributor's performance in operating a product is the terminal sell-through after distribution. Since the terminal is the final point where consumers decide to purchase and the ultimate realization of the distributor's profit, solving the terminal sell-through problem is crucial for increasing sales, especially in the competitive baijiu industry."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-02-26"
language: "en"
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# After Product Distribution, Learn Step by Step How to Achieve Sell-Through!

> The most direct and important indicator of a distributor's performance in operating a product is the terminal sell-through after distribution. Since the terminal is the final point where consumers decide to purchase and the ultimate realization of the distributor's profit, solving the terminal sell-through problem is crucial for increasing sales, especially in the competitive baijiu industry.

The most direct and important indicator of a distributor's performance in operating a product is the terminal sell-through after distribution.
Because the terminal is the final link where consumers decide to purchase, and it is the ultimate realization of the distributor's profit. If the distributor operates well, the terminal can guide consumption, enhance brand image, and increase product flow, thereby securing better and more survival space and resources for the distributor. With the intensifying competition in the baijiu industry, 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 after distribution?
Li Qiang is a county-level distributor who has been operating baijiu for many years. With years of accumulated relationships and customer resources, he achieved good development. However, with the arrival of the adjustment period in the baijiu industry and intensified market competition, pressure from upstream enterprises, rising competition costs from peers, and higher demands from downstream customers have caused a sharp decline in Li Qiang's company sales and profits. To ensure the company's sustainable development, considering the 2013 baijiu situation, Li Qiang conducted a careful market survey and chose a mass-market baijiu brand to operate.
Reasons for Poor Sell-Through
Combining the issue of slow product sell-through, Manager Li personally went to the market. During his visits, he found that the main reasons for slow sell-through of new products were as follows:
Low Overall Distribution Quality:
Sales personnel purely pursued distribution rate, only focusing on completing the number of stores within the specified time, without conducting in-depth and detailed understanding of the target terminals for the product, leading to a mismatch between the product's target group and the purchase location. For example, some stores simply did not match the product, and some stores were in a half-dead state of operation. This led to slow product sell-through, causing the product and brand image to decline.
Distribution Without Management:
After distribution, terminal management is equally important. It requires follow-up management and close service. Simply distributing without managing is worse than not distributing at all. During his market visits, Manager Li found that the phenomenon of distributing without managing was everywhere. For example, in some terminal stores, the product was distributed, but it was placed in an inconspicuous position where customers could not notice it; in others, the product was placed in the warehouse, and the shelves had no product at all. Terminal outlets had width but lacked depth. Another situation was that the market distribution rate was good, but there were only many outlets, and the core outlets that truly generated sales were extremely few.
Weak Terminal Merchandising:
Sales personnel put in effort but not effectively. They seemed busy, but in reality, they were just running to outlets, simply focusing on delivery, payment collection, and other routine business tasks. The sales volume of distributed products became the only goal, and they did not seriously solve problems. Their daily work was just checking if the store had stock and whether they needed more. Everyone seemed busy running business, but they only did superficial work and did not fully take responsibility to achieve true channel smoothness. For example, some salespeople forgot about product display and terminal merchandising (such as promotional materials, price tags, POP, shrink wrap, KT boards, etc., supported by the company for brand promotion, which were almost invisible in the market), and some forgot to introduce the product's unique selling points and characteristics.
Strategic Deployment to Attack Targets
Plan Event Marketing to Attract Attention:
To open a good market entry, create a sensational event that attracts social attention, especially from liquor consumers. These easily become news hotspots and hot topics on the streets, quickly increasing brand awareness, making consumers think of the brand and generate purchase desire. Manager Li planned a promotional activity "Drink X X Fine Wine, Win an Electric Bicycle," strategically placing the electric bicycle prizes, and then combined with local media to report on the electric bicycles. This attracted high attention from target consumers, rapidly increasing product awareness, thereby solving the sell-through problem.
Strengthen the Quality of Terminal Promotional Staff:
Nowadays, liquor distributors adopt the practice of stationing promotional staff at large hotels, supermarkets, and core name-brand cigarette and liquor stores, where liquor sales are high and customer traffic is large, for on-site recommendation and promotion. Although similar promotional methods are adopted, due to different brand influences and promotional skills, the promotional effects vary greatly. In addition to ensuring that the taste of the liquor they operate meets local consumer preferences, distributors should also train promotional staff in liquor culture knowledge and customer psychology. Because the quality of promotional staff and appropriate promotional methods can greatly improve promotional efficiency.
To improve the quality of terminal promotional staff and effectively enhance brand terminal performance, Manager Li established a strict management system to regulate and constrain the behavior of terminal promotional staff:
First, require terminal promotional staff to submit work information reports based on daily sales;
Second, sales managers regularly go to the market frontline to fully grasp the real situation at the terminal, objectively evaluate the performance of terminal staff, and implement established reward and punishment policies;
Third, systematically train promotional staff in both theoretical knowledge and practical skills, provide targeted supervision and guidance, and enhance their sense of responsibility and belonging.
Product Display Has Its Tricks
Terminal product display is silent advertising, which can have a strong visual impact and attraction on consumers. It is the most intuitive interpretation of brand image and an important reason for impulse purchases. Combining the company's existing problems, Li Qiang standardized terminal display from the following three aspects to effectively enhance brand terminal performance.
1. Choose an Appropriate Display Position.
Based on first-hand market research data, Li Qiang found that the more customers who come into contact with the product, the higher the purchase probability. Therefore, the company formulated specific display standards, such as the principle of prominent position (a position that consumers can see at first glance when entering the store); the principle of brand concentration (to showcase brand strength, enable consumers to obtain related and holistic brand associations, and deepen the product's impression in their minds), etc.
2. Conduct Vivid Display.
Vivid terminal display not only attracts consumers' attention and stimulates purchase desire but also shapes a distinct brand image, directly enhancing brand terminal performance. For example, set up reminder signs and notice boards in large hotels; post advertising posters in low-end stores, hang banners inside, hang lanterns under the eaves outside, and arrange POP posters and embroidered balls on the bar counter in hotels: table cards, menus, tablecloths, ashtrays, magazine racks, clothing covers, etc., with brand advertisements printed on them.
3. Create a Hot-Selling Atmosphere at the Display Point.
Research results show that about 70% of consumers of consumer goods make impulse purchases at the terminal, so a good sales atmosphere can help companies increase sales by 30% to 50%. Therefore, Li Qiang comprehensively used scenes, displays, showcases, in-store POP displays, DM display racks, model displays, promotional videos, and the performance of shopping guides to attract customer attention and enhance the hot-selling atmosphere at the terminal. To obtain the best terminal performance, Li Qiang's company's terminal display also combined industry and product characteristics, marketing strategies, and the location and structure of terminal stores, kept consistent with advertising images and promotional activities, selected appropriate timing for creation, and unified detailed operational standards for placement, in order to create the desired hot-selling atmosphere.
According to the dynamic strategic combination of "points" and "areas" in the regional market, adopt the strategy of "using points to drive lines, and lines to drive areas," strengthen customer relationships and vivid publicity to achieve outlet sell-through, and with terminal research, quickly sell the product.
**-END-**
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