---
title: "As the Beverage Peak Season Approaches, How Can Sales Reps Invest Funds Accurately, Steadily, and Decisively?"
description: "The FMCG market is increasingly competitive, with rising terminal grabbing and escalating costs. How to use limited funds to generate more impact in an infinite market is a key concern for all manufacturers and distributors. This article starts with three cases to illustrate common problems in terminal expense investment, such as blind selection, lack of tracking, and complex reimbursement processes, and then proposes seven strategies leveraging digital tools to optimize expense management."
author: "邢仁宝"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2020-03-12"
categories: "Consumer & Categories, Distribution & Channels, Management & Methods"
language: "en"
canonical: "https://xinjignxiao.com/en/articles/as-the-beverage-peak-season-approaches-how-can-sales-reps-invest-funds-a-9fe790b6/"
markdown: "https://xinjignxiao.com/en/articles/as-the-beverage-peak-season-approaches-how-can-sales-reps-invest-funds-a-9fe790b6.md"
original_source: "https://mp.weixin.qq.com/s/yGib0seatsF9YshuYDV91g"
translation: "https://xinjignxiao.com/zh/articles/%E9%A5%AE%E6%96%99%E6%97%BA%E5%AD%A3%E6%9D%A5%E4%B8%B4-%E5%A6%82%E4%BD%95%E8%AE%A9%E4%B8%9A%E5%8A%A1%E5%91%98%E6%8A%95%E8%B4%B9%E7%94%A8-%E5%8D%B3%E7%A8%B3-%E5%8F%88%E5%87%86-%E8%BF%98%E7%8B%A0-9fe790b6.md"
attribution: "New Distribution — https://xinjignxiao.com/en/articles/as-the-beverage-peak-season-approaches-how-can-sales-reps-invest-funds-a-9fe790b6/"
citation: "邢仁宝. “As the Beverage Peak Season Approaches, How Can Sales Reps Invest Funds Accurately, Steadily, and Decisively?.” New Distribution, 2020-03-12. https://xinjignxiao.com/en/articles/as-the-beverage-peak-season-approaches-how-can-sales-reps-invest-funds-a-9fe790b6/"
usage_policy: "https://xinjignxiao.com/ai-policy.txt"
---

# As the Beverage Peak Season Approaches, How Can Sales Reps Invest Funds Accurately, Steadily, and Decisively?

> The FMCG market is increasingly competitive, with rising terminal grabbing and escalating costs. How to use limited funds to generate more impact in an infinite market is a key concern for all manufacturers and distributors. This article starts with three cases to illustrate common problems in terminal expense investment, such as blind selection, lack of tracking, and complex reimbursement processes, and then proposes seven strategies leveraging digital tools to optimize expense management.

****-01-**
The competition in the FMCG market is intensifying, with terminal grabbing and rising costs. How to use limited funds to create more impact in an infinite market is a key concern for every manufacturer and distributor.
Let's start with three cases.
**Case 1:**
At the end of each quarter, sales rep Xiao Zhang must submit a detailed list of paid display outlets for the next quarter to his supervisor. For this list, Xiao Zhang is very clear: the clients are basically those with high sales and good relationships in his market. However, after this submission, his supervisor was very dissatisfied.
"Xiao Zhang, why did you include Erxiao Supermarket again? Last month, when I visited the market, I saw with my own eyes that their display execution was not up to standard. They only hurriedly borrowed goods from a nearby small shop to set up the display when I was almost at the store entrance. I don't know how you follow up each time. The company's money doesn't grow on trees!"
"Boss, I've already asked them to rectify it. This store is a high-volume store; we really can't not invest in it."
"Display fees should only be paid if the display achieves the desired effect. Their sales mainly come from delivering goods to townships, but the store is too small. Think carefully about whether it's worth it."
"Understood, boss. I'll re-evaluate the target customers and carefully assess the rationality and execution."
**Case 2:**
Prime locations are fiercely contested, so Xiao Zhang must negotiate and sign contracts with these stores early in the year. Early in the morning, Xiao Zhang arrived at Laohuang Tobacco and Alcohol Supermarket.
After some pleasantries, Xiao Zhang got straight to the point: "Brother Huang, let's renew the end-cap display this year. Don't give it to anyone else."
"Xiao Zhang, that's not certain. Do you know you still owe me several months of fees? You're too slow. Look at XXX; they paid in the first week of the following month."
"You're right, Brother Huang. Our process is indeed a bit complicated. Don't worry; this year we heard we're implementing a new system, so the efficiency of payment will definitely improve significantly."
"Ask other stores. Next door, Old Liu's place—you'll find it hard to negotiate this year!"
Xiao Zhang felt a surge of tension because the slow reimbursement had caused many customer complaints throughout the year. He had reported this to his supervisor multiple times, but because it involved the finance department, progress was unsatisfactory.
**Case 3:**
The supervisor accompanied Xiao Zhang on a market visit. The supervisor asked Xiao Zhang, "We just visited two stores, both with paid displays: one is a checkout counter stack display, and the other is an end-cap display. What basis did you use to decide the display format with the store owners? After executing these two methods for so long, which one do you think has a better input-output ratio?"
Xiao Zhang replied, "Boss, to be honest, I had to work hard to secure these displays with the owners. This street is close to several mid-to-high-end residential areas, and several major brands are investing to grab positions. As for which position is better, I feel they're about the same. The end-cap holds more products and costs more, so it should be better. I also told the owner to give us the best-selling positions."
"Xiao Zhang, have you analyzed the input-output ratio of these two stores after the displays last year?"
"Well... no detailed analysis. It's just that Store A sells more than Store B every month," Xiao Zhang replied.
"Xiao Zhang, you need to analyze. You should have a clear understanding of which stores to invest in, which positions to choose, and whether to invest or not. I feel you're still quite blind. This is partly due to the company's lack of a professional analysis system, but you can't lack this awareness."
**-02-**
**The three cases reflect the three most prominent problems in terminal expense investment among frontline sales staff:**
**1. Blind selection of expense points, lacking analysis and evaluation**
Sales reps interact with terminals daily, and completing sales targets is not easy. Expecting them to rationally analyze and evaluate sales and shelf positions for expense outlets, and invest funds where they can generate the most sales, is indeed difficult. Subconsciously, they tend to invest more in those who sell more or have good relationships and are willing to help complete sales. This logic is also normal.
While improving expense management awareness, we indeed need a convenient evaluation tool to help them quickly and efficiently see which display positions and formats truly drive sales in the market, rather than being controlled by customers or other brands in the store.
**2. Lack of tracking management, loss of expense effectiveness**
Frontline sales staff have complex daily tasks and high sales pressure. If the supervisor's repeated instructions are not linked to performance bonuses, it's hard to expect proactive and sustained execution.
In cases like Xiao Zhang's, the supervisor gives the expense to sign the display, and the sales rep thinks it's just a matter of using expense to exchange for sales, maintaining customer relationships, and helping complete sales. As for the display, it's just taking a photo during reimbursement to help the owner get the money, and that's it.
But when encountering leaders who frequently visit the market, they can still find tricks. Worse, some sales reps forge terminal display agreements to embezzle display fees. It's easy to imagine that with such management attitudes, the effectiveness of expense investment is questionable!
**3. Slow expense implementation, complex reimbursement process**
Efficient reimbursement of terminal expenses is also a key indicator of a sales rep's competence. Currently, **many frontline sales reps show a state where display standards are not emphasized, expense checks are mere formality, terminal communication is evasive, and expense reimbursement is delayed and cumbersome. Ultimately, terminal owners see sales reps only to ask for money; whether the display is good is the rep's business, and if rewards are late or reduced, it's the rep's fault.**
Besides the reps' own issues, the complex expense check and reimbursement process is also a problem many companies face.
Reps take photos, print and paste reimbursement materials, get supervisor signatures, compile all market reimbursement outlet materials, finance spot-checks and signatures, and general manager signatures.
With such a cumbersome process, frontline sales reps don't know the progress of the review. They "bite the bullet" and enter the store, using "I've already urged them" to fob off the owner, and "shamelessly" talk about placing orders. Optimizing the process and improving efficiency is also an important demand for sales reps.
**-03-**
**Expense management is a major topic, and the frontline sales staff level is the key link in expense implementation.** How to leverage digital tools for effective and precise control at this level? Based on my experience, here are some methods to share.
**1. Classify outlets, adapt to local conditions**
There are numerous frontline terminal outlets with significant differences. It's necessary to classify and grade outlets based on product attributes to achieve precision in expense investment. The most common dimensions are single-store sales and brand communication. Sales can be set in 3-4 tiers, with sales decreasing and quantity proportion increasing by tier.
**For the brand communication dimension, consider the outlet's location and sufficient in-store display positions**, such as tobacco and alcohol stores at intersections or community supermarkets at residential entrances. These points may not yet reach the first tier in sales, but their locations are special and important for brand communication. Introducing this dimension avoids the neglect caused by single-dimension evaluation. This dimension can be set with two levels, such as brand communication type and general communication type.
This classification strategy is determined in advance by the sales supervisor, and frontline sales reps must be clear about the classification standards. Once each outlet has these two attributes, they can directly target their efforts when implementing expenses, clarifying priorities based on the composite type of each outlet.
**Digital tool utilization:**
**1) The classification attributes of outlets need to be realized with digital tools.**
During daily visits, sales reps use handheld devices. The system automatically matches the sales level based on the outlet's sales, and based on GPS positioning, matches the brand communication attribute according to backend logic (e.g., intersections, bus stops, commercial areas with high foot traffic). Sales reps can also modify in the system to correct unreasonable data.
**2) The investment principles for each level of terminal expenses required by the sales supervisor are also pre-loaded into the system backend. Each outlet will automatically determine whether it is a target investment outlet and the importance of investment based on its type.**
For example, when Xiao Zhang arrives at Zhangsan Tobacco and Alcohol Store, the handheld device will pop up a window showing the store's expense investment level. If it shows high, Xiao Zhang can rationally judge that this store needs to be secured as a priority and prepare his pitch in advance.
**2. Annual planning, seasonal differences**
**The second step is to consider the time dimension of expense investment.**
Which months of the year to invest, and how much each month—this is also closely related to efficient expense investment. This concept is the seasonal index often mentioned in the industry. In fact, every frontline sales rep's annual sales target follows this pattern.
For example, in the beverage industry: January and February for Spring Festival opening, June to August for summer peak season, and September to October for Mid-Autumn Festival and National Day holidays. During these periods, sales targets are higher, so corresponding expense investment should also be concentrated in these periods. Therefore, **in expense allocation, it should match the sales rhythm and key sales seasons, or the expense usage progress should be about 10% ahead of the sales rhythm.**
Of course, besides major sales seasons, each market has its own special activities in various months, such as back-to-school season around campuses, marathon races, dragon boat races, market days, etc. Sales reps can analyze the event audience during these periods and adjust monthly expenses based on their product's target audience.
**Digital tool utilization:**
Xiao Zhang's handheld device has an annual expense planning module. Clicking into it, he can see the sales supervisor's pre-allocated monthly sales target proportions (initially estimated at the beginning of the year, with adjustments based on actual conditions each month).
Referring to this ratio and combining it with market-specific festivals, Xiao Zhang can set monthly expense allocation ratios. After setting, it acts as an upper limit for the overall investment in outlets for each month. If the investment exceeds this limit, a warning will be triggered.
**3. Select the best outlets, opportunities within stores**
**The third step is to implement expenses at specific outlets.** In the first point, we added two attributes to each outlet. The allocation here should be based on that. As shown in the figure, ★ represents the importance of investment. Sales reps should prioritize core terminals with brand communication opportunities and sales foundation, then proceed in order to initially complete the selection of expense investment outlets for each month.
For the investment cycle of selected outlets, it is recommended that outlets with sales and high brand communication opportunities can be invested quarterly, semi-annually, or annually to ensure they are not seized by competitors and maintain the product's core market position. For other types, sales reps can be flexible, investing every other month to improve expense efficiency.
For in-store position selection, sales reps should not pursue large and comprehensive displays but focus on 1-2 best purchase display positions, generally at the checkout counter, display cabinet, end-cap/shelf near the checkout, or horizontal freezer.
This importance is not static; it changes with seasonal characteristics. Sales reps need to observe more. For example, in hot summer, freezers and horizontal freezers become the first choice.
**Digital tool utilization:**
Sales rep Xiao Zhang opens the annual expense planning module on his handheld device. After completing the monthly expense quota allocation in the second part, he clicks "Monthly Allocation" to enter the monthly expense outlet allocation interface. Here, all serviced outlets with two attributes appear. Xiao Zhang selects and confirms according to the priority of each attribute. After confirmation, it uploads to the system backend. On his next visit, the in-store operation interface will show the paid display requirements, allowing entry of display time, photos, and costs.
For in-store display position selection, VI technology can provide data support to help Xiao Zhang better understand the sales performance of each display position. By using VI recognition on photos of each display position during the visit cycle, the system can monitor changes in product facings at each position. This allows frontline sales reps to rationally judge which position is more worth paying for.
**4. Clear agreements, strict penalties**
The cases of poor terminal execution are mostly due to inadequate communication between sales reps and terminals in the early stage, insufficient attention to details, and the terminal's belief that sales reps are reluctant to impose penalties, leading to lax management and supervision during visits.
Therefore, **when signing agreements, sales reps must strengthen detailed communication with terminals, clarify penalty standards, and monitor through multi-dimensional cross-checks during execution to cultivate the customer's habit of proactively organizing shelves.**
**Digital tool utilization:**
When Xiao Zhang enters the store to discuss and sign the display agreement with the owner, he needs to have the owner sign electronically on the handheld device after clarifying the display position. After signing, the system will play a voice announcement to reinforce the seriousness of the agreement and avoid situations where sales reps are too embarrassed to speak firmly with customers.
For example: "Dear customer, thank you for your recognition of our brand. Signing this agreement signifies your acceptance of exclusively displaying our products at the designated in-store position during the agreement period, and proactively replenishing products when shelf gaps occur to ensure the display meets the agreement requirements. To ensure the display truly drives rapid product turnover, we will also arrange irregular spot checks during the agreement period. One non-compliant photo will result in a 25% deduction of the fee. Our sales rep will work with you to improve execution and increase your store's revenue."
Then Xiao Zhang can complete the first qualified display setup, train the terminal owner on-site on the display details, take a photo, and upload it to the system. This photo will serve as the standard for later scoring comparisons.
Later, the sales supervisor will arrange cross-checks among sales reps, and finance personnel will also conduct field spot checks. Each check will involve taking photos in-store. The system will automatically match the photos to Xiao Zhang's corresponding paid stores based on the sales rep ID and store ID, and score them. After the score is generated, Xiao Zhang will receive a real-time system notification. He can log in to view the check photos and promptly inform the terminal owner.
This approach greatly improves the execution level of terminal stores. Additionally, Xiao Zhang can increase visit frequency for low-scoring stores, making terminals feel that sales reps are genuinely helping them improve their business.
**5. Simplify reimbursement process, avoid delays**
Timely reimbursement of expenses is crucial for frontline sales reps to maintain customer relationships. **The speed of the reimbursement process** also reflects the company's efficiency and the importance it places on customer service. Optimizing this process **requires grasping three key points:**
> First, establish a connection between the digital visit system for sales reps and the financial system. Set time limits for checks and approvals at each node, with the overall process controlled within one week after all reimbursement materials are complete.
> Second, sales reps should be able to track the expense process progress for each outlet in real-time on the system, facilitating supervision and promotion.
> Third, include expense issuance in the performance assessment of relevant functional department personnel. The system will capture the number of outlets not approved and ordered on time for monthly performance deductions.
A sales rep's competitiveness in the market, besides improving their own business skills, is greatly enhanced by professional logistical support, which increases the terminal owner's trust in the sales rep.
**Digital tool utilization:**
The visit frequency for expense outlets should be higher than for non-expense outlets, ideally once a week, to ensure timely maintenance of displays within controllable range. Sales rep Xiao Zhang needs to take photos before and after each visit to the expense position. Cross-check personnel will also conduct no fewer than two spot checks per month, all to be completed before the last week of each month.
Xiao Zhang can see the check status of each expense outlet on the system. If he finds omissions, he can click the "Urge Check" button, and this information will reach the supervisor and relevant finance personnel. If they fail to perform timely checks, the system will record it, affecting their performance assessment.
After all expense outlets under Xiao Zhang's jurisdiction are checked, he can click "Reimbursement Application." The system will automatically summarize the check results, and the process will reach finance personnel for review and free order placement. Xiao Zhang can also see the status at this point, such as "Under Review / Ordered / Shipped." Throughout the entire process, Xiao Zhang is fully informed.
**6. Reserve flexible funds, prepare for the unexpected**
As discussed earlier, in monthly expense planning, besides outlet display costs, it's necessary to reserve funds for local customs and activities.
Additionally, it's best to reserve a flexible contingency fund for the year to respond to unexpected competition, such as a competitor's new product launch or large-scale consumer promotions. When investing these funds, sales reps must always adhere to one principle: establish a unique consumption scenario for their product, and avoid uncontrolled spending just to attract consumer attention.
For example, if a market has a "Temple Fair for the New Year" event, you could sponsor it by printing your product on tickets, pay for a booth for personnel promotion, set up eye-catching displays at temple fair entrances and exits to increase brand exposure, produce a batch of colorful balloons with the product logo, or distribute a treasure hunt map where participants find a building or product poster and exchange a photo for a box of drinks at nearby terminals. Truly influential activities are not necessarily the most expensive, but they are always interesting and heartfelt.
Many say the barrier to entry for frontline FMCG sales reps is low, but that's not true. Mechanical tasks can be efficiently completed with digital tools, but true experts and sales reps always think about how to leverage the lowest cost to drive the highest sales.
**Digital tool utilization:**
Digital tools can help us effectively evaluate short-term market promotions. Spring Festival is approaching, and the annual New Year Goods Festival is about to start in Xiao Zhang's market. Xiao Zhang applied to the company for large umbrellas, roll-up banners, gift box products, couplets, and red envelopes with the brand logo. Since it's an energy drink targeting young people, Xiao Zhang chose a location near the imported snacks section of the festival street.
After the promotional materials arrive, Xiao Zhang opens the handheld device, clicks the promotion module, and records the initial inventory of materials and products. At the end of the day, Xiao Zhang records the inventory again. The system will analyze the day's sales and gift usage based on the difference between the two counts.
The system stores records of all related activities throughout the year. When conducting a similar activity for the second time, clicking "Match Evaluation" can link the data from both activities for comprehensive analysis and evaluation of the activity's effectiveness.
**7. Price is the lifeline, sales velocity is fundamental**
These two methods are the most direct ways to boost terminal restocking and turnover. Sales reps must combine them: during peak seasons, to seize customers' limited funds, use purchase rewards; during off-seasons, encourage terminals to actively promote sales by using sales incentives. Adapting to local conditions ensures the expense is worth it.
Both methods involve setting thresholds. It's crucial to maintain the right balance to avoid price inversion, where the price is lower than what wholesale customers pay. For promotions with relatively strong price incentives, sales reps must limit the number of cases purchased per store to prevent cross-region dumping. Moreover, price promotions should not be held monthly, as this easily leads terminals to develop a habit of only stocking up during promotions and waiting for the next one otherwise.
**Digital tool utilization:**
Digital tools can help sales reps set early warnings for price promotion thresholds. For example, during the New Year, Xiao Zhang wants to push another wave of stock before the holiday, as distributor deliveries are inconvenient during the festival. He applied to the sales supervisor for a tiered purchase reward of 10 yuan per case.
After approval, the system backend locks the relevant region for price adjustment. Once the terminal reaches the set purchase volume, they can enjoy the promotion. To ensure stable product flow and stay within the overall expense budget, the backend also locks the total sales volume for the activity. Once the sales cap is reached, the activity reverts to the original price.
For all outlets participating in the activity, Xiao Zhang can use the activity evaluation module to conduct a system evaluation after the activity ends: total cost, sales generated, average purchase volume, cost-effectiveness, etc. This saves frontline sales reps from manual calculations, allowing them to immediately know the activity's effectiveness and fully improve expense planning and usage efficiency.
We cannot position frontline sales reps as merely running lines and selling goods; we must also cultivate their ability to spend money wisely through digital tools. Only then can their professionalism be further enhanced, allowing them to view the market from a higher dimension and provide strong momentum for the company's sustainable development.


---

## Citation metadata

- Publisher: New Distribution
- Author: 邢仁宝
- Published: 2020-03-12
- Canonical: https://xinjignxiao.com/en/articles/as-the-beverage-peak-season-approaches-how-can-sales-reps-invest-funds-a-9fe790b6/
- Original source: https://mp.weixin.qq.com/s/yGib0seatsF9YshuYDV91g

## Copyright and AI use

This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL.

Contact: zhaobo258@gmail.com · +86 158 5481 7671