---
title: "After Receiving a New Product, How to Quickly Capture the Market?"
description: "During the distribution process, distributors follow the principle of speed to win, quickly and effectively getting products to the point of sale to meet consumer demand and achieve zero inventory. This principle is reflected in several aspects: first, focus on major areas and make incremental progress; second, sow widely and cultivate key accounts; third, use small incentives to attract large deals and follow up repeatedly; fourth, combine product bundles for rapid sales; fifth, leverage existing strong brands to support new products; sixth, cooperate with strong local distributors for indirect control; seventh, persist with repeated follow-ups; and eighth, use team-based distribution to create momentum."
author: "牛恩坤"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2019-11-11"
categories: "Brand Marketing, Dealer Operations, Distribution & Channels, Management & Methods"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/pH-r1FBgSUW1I0RqHgTsRQ"
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citation: "牛恩坤. “After Receiving a New Product, How to Quickly Capture the Market?.” New Distribution, 2019-11-11. https://xinjignxiao.com/en/articles/after-receiving-a-new-product-how-to-quickly-capture-the-market-73ba1307/"
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---

# After Receiving a New Product, How to Quickly Capture the Market?

> During the distribution process, distributors follow the principle of speed to win, quickly and effectively getting products to the point of sale to meet consumer demand and achieve zero inventory. This principle is reflected in several aspects: first, focus on major areas and make incremental progress; second, sow widely and cultivate key accounts; third, use small incentives to attract large deals and follow up repeatedly; fourth, combine product bundles for rapid sales; fifth, leverage existing strong brands to support new products; sixth, cooperate with strong local distributors for indirect control; seventh, persist with repeated follow-ups; and eighth, use team-based distribution to create momentum.

**During the distribution process, distributors follow the principle of speed to win, quickly and effectively getting products to the point of sale to meet consumer demand and achieve zero inventory.**
The speed-to-win principle in distributor distribution is reflected in the following aspects:
**First, focus on major areas and make incremental progress.**
A distributor's resources are always limited, and product distribution inevitably requires the use of the company's human, financial, and material resources. Therefore, distributors cannot distribute to all their areas simultaneously. **Distributing comprehensively without sufficient resources may result in all areas being covered but none achieving their goals.**
In such cases, distributors must adhere to the philosophy of **"You must let go to gain"**, comprehensively assess their resources, and then determine their distribution targets. They should consider the most promising or easiest channels and areas, **concentrate resources on these areas and channels first, develop their first batch of base areas, and temporarily abandon other areas and channels with slightly less potential.** Once the first batch of base areas is successfully established, they can then consider the second and third batches.
**Second, sow widely and cultivate key accounts.**
**Once a distributor has identified their first batch of target base areas, they must concentrate resources and go all out. In the target base areas, they must adopt a method of aerial seeding, conducting comprehensive customer visits and cooperating with interested customers. During the cooperation process, they can identify target customers for key cultivation.**
This approach focuses on wholesale market customers. During this process, sales personnel need to conduct a comprehensive visit to all customers in the wholesale market, distributing product brochures, maximum distribution price lists, and sales personnel business cards, ensuring that all customers in the wholesale market receive product information.
Among these, some customers will express interest in cooperation. Sales personnel should seize the opportunity for key negotiations, achieve cooperation, and provide key cultivation and support. "Sowing widely" can identify potential target customers and also create awareness for later redistribution in the wholesale market.
**Third, use small incentives to attract large deals and follow up repeatedly.**
Many distributors' brands need to enter regional key accounts (KA) for sales, which involves entry negotiations with KA. According to the working methods of KA procurement personnel, they will inevitably be picky in the early stages of negotiations, setting high bargaining chips: mercilessly telling distributors "We absolutely will not consider your brand," demanding exorbitant entry fees, high rebates, and expense support. This is the professional habit of procurement personnel, whose duty is to obtain more fees, lower prices, and better terms for their bosses.
Therefore, for such customers, distributors must **carefully prepare and negotiate repeatedly, while also conducting entry negotiations with their competitors or surrounding chain stores.** By quickly achieving distribution, promotions, and product displays in surrounding stores, they can prompt the KA to accept the product. Of course, this step requires professional KA business personnel who can continuously negotiate with KA procurement, requiring patience and methods.
**Fourth, combine product bundles for rapid sales.**
Distributors should determine, based on regional market characteristics, product positioning, and competitor conditions, **which SKUs are suitable for which channels, which SKUs can complement each other, which SKUs can use low margins to boost sales, and which SKUs can reflect brand image.** After careful analysis, they can set different product combinations.
For example, for traditional channels, they can create a product combination and combine it with reasonable distribution policies to increase acceptance; for single channels, they can consider a "T"-shaped distribution model with competitive products leading, achieving distribution fastest and making customers feel the product can sell quickly, creating better opportunities and lower transaction costs for subsequent replenishment.
It is recommended that distributors determine this together with the manufacturer's sales personnel, because the manufacturer has a good product positioning and can even tell the distributor which channels and products have shown rapid sales in the relevant region, thus avoiding excessive subjectivity in product combination and distribution failure.
**Fifth, leverage the old to welcome the new, support the weak with the strong.**
Many distributors have been operating in their regions for years and hold one or two strong well-known brands. These are the best channel resources for distributors, and they should be fully utilized to achieve rapid distribution of new products. There are many methods, such as directly bundling the new product with the mature well-known product they currently distribute, prompting customers to passively accept it.
For example: set the reward for new product distribution as their mature product; force the new product into the distribution contract with downstream customers, using the distribution rights of the well-known brand to encourage downstream customers to distribute the new product.
**Sixth, cooperate with strong partners for indirect control.**
If in some of the distributor's subordinate regions there are many powerful local distributors with rich local channel resources and sales teams, the distributor can consider how to utilize and share their resources to achieve "backdoor listing" of the product in that region as soon as possible.
To this end, the distributor should proactively offer these local distributors favorable cooperation terms, such as pricing, incentive policies, and expense support, to increase their enthusiasm and prompt them to actively utilize resources for rapid distribution. Some distributors may be confused: "But wouldn't I lose this regional market and lose a lot of profit?" Of course, cooperation alone is not enough. The distributor's sales personnel should use the opportunity to assist local distributors in maintaining and developing customers, thereby mastering customer resources.
**Distributors must never sleep at home just because they see the distributor's sales growing rapidly. They must find the key growth points and key customers; otherwise, when they wake up, the distribution rights may have already "fallen" into the hands of the distributor.**
**Seventh, once and again, and again.**
Is this also a strategy? In fact, "once and again, and again" is the most sustainable and effective distribution strategy, and this work has been successfully implemented in many well-known FMCG companies. During the distribution process in a region, distributors must establish a comprehensive customer visit card, detailing customer name, phone number, products purchased, objections, visit results, etc. After each round of concentrated distribution, they should summarize, analyze, and archive the results.
The purpose of this is twofold: **First, fully understand and analyze the information of customers who did not accept distribution** to facilitate timely and more effective continuous visits and follow-ups; **Second, promptly revisit customers who only purchased a small amount of products** to understand product sales and increase product categories and quantities as appropriate.
Many distributors do nothing after the first round of distribution, which leads to downstream customers wanting to sell the product but having no stock, and also leads to some customers abandoning the product because no one continues to maintain and support the distribution.
**Therefore, distributors must establish customer files during the distribution process and require the sales team to conduct repeated visits and follow-ups based on these files, ensuring the establishment of a true sales channel.**
**Eighth, team distribution, momentum wins.**
**Distributors should adopt a team-based approach for new product distribution,** that is, recruiting temporary personnel or concentrating all sales personnel in one area for a phased distribution action.
The distribution team should have unified attire, messaging, planned routes, and abundant promotional materials. Every time they enter a market or street, they should leave a passionate and imposing impression on customers. This impression will quickly boost customer confidence and stimulate them to agree to trial the new product. Therefore, distributors should train a temporary distribution team before distribution, rather than having individuals work alone without enthusiasm.
In summary, **distribution is always a process, and maximizing sales is the goal.** Based on the principle that process determines results, distributors should achieve rapid response through efficient process control and deliver products to consumers in a timely manner.
Source: Baijiu Distributor Academy
Tips will be paid 400-2000 yuan upon adoption.


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## Citation metadata

- Publisher: New Distribution
- Author: 牛恩坤
- Published: 2019-11-11
- Canonical: https://xinjignxiao.com/en/articles/after-receiving-a-new-product-how-to-quickly-capture-the-market-73ba1307/
- Original source: https://mp.weixin.qq.com/s/pH-r1FBgSUW1I0RqHgTsRQ

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