---
title: "Basic Ideas, Standards, Strategies, Techniques, and Methods for New Product Launch Distribution: If Your Distribution Isn't Going Well, Memorize These One by One!"
description: "30+ industry experts, 100+ B2B platform founders, and 800+ manufacturer and distributor friends gathered in Fuzhou to discuss the internet transformation of the FMCG industry. Distribution is the first step for new products to enter the market, and it is crucial. This article details the basic ideas, standards, and strategies for new product launch distribution, including the four key characteristics, three standards, and seven strategies for effective distribution, along with a practical case study."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2016-10-01"
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# Basic Ideas, Standards, Strategies, Techniques, and Methods for New Product Launch Distribution: If Your Distribution Isn't Going Well, Memorize These One by One!

> 30+ industry experts, 100+ B2B platform founders, and 800+ manufacturer and distributor friends gathered in Fuzhou to discuss the internet transformation of the FMCG industry. Distribution is the first step for new products to enter the market, and it is crucial. This article details the basic ideas, standards, and strategies for new product launch distribution, including the four key characteristics, three standards, and seven strategies for effective distribution, along with a practical case study.

30+ industry experts, 100+ B2B platform founders, and 800+ manufacturer and distributor friends gathered in Fuzhou to discuss the internet transformation of the FMCG industry.
Distribution is the first step for new products to enter the market, and it is crucial. The path of new product launch distribution requires careful planning and attention to detail. Before launching, it is essential to understand the characteristics of distribution, the standards, and to correctly formulate distribution strategies. Below, we will detail the basic ideas, standard strategies, and methods for new product launch distribution.
**I. Understand the Four Significant Characteristics of Distribution**
**1. Adequate Preparation:** Any battle fought without preparation or with insufficient preparation often ends in failure. For example, before distribution, fully refine the product's selling points and buying points; analyze the market environment and the sales situation of similar competing products to find the market breakthrough for the new product; thoroughly analyze the network channels and choose the easiest and most matching channels; design the profit space and price system; make a distribution plan, choose the distribution time, determine the distribution quantity, train salespeople, determine the execution personnel and delivery vehicles, design sales staff salaries, subsidies, commissions, and even development rewards, etc.
**2. Short Timeframe:** Without time nodes, distribution campaigns can easily fall into a loose state with no progress or pressure, making it difficult to achieve results. Generally, the market is required to complete the initial distribution task within 50 days. Typically, through three waves of distribution campaigns, the distribution rate of matching terminals can reach over 80%. The first stage lasts 25 days, completing 60% of market distribution; the second stage lasts 15 days, completing another 15%; the remaining 10 days, complete another 10%; the remaining 15% are the "nail households" that need to be maintained and developed later.
**3. Speed:** Concentrate superior manpower, material resources, and financial resources to achieve efficient and rapid market development in one go, completing distribution goals. To solve the problem of efficient distribution, many companies sometimes transfer personnel from other markets to form a "distribution commando team" to assist. In short, quickly completing distribution is a prerequisite for product launch.
**4. Strong Strategy:** Distribution requires strategy, and winning the first battle is crucial. Without a matching distribution strategy, it is impossible to form efficient execution, and the team is prone to losing morale in the face of repeated setbacks. Only with a matching strategy can the team be high-spirited and achieve distribution goals one victory after another. In reality, it is easier to succeed with a combination of methods such as vehicle sales, market assault teams, display exchange, and free tasting. Many companies tend to adopt the "visit-sell separation" model for mature products during the distribution stage, which not only has poor results and low closing rates but also demoralizes the distribution team, affecting work efficiency.
**II. Determine the Three Standards for Distribution**
Without standards, it is difficult to form a joint force, achieve explosive resonance, or create a shocking market effect.
**1. Establish a Distribution Management System.**
Clearly define the distribution area, routes, terminal types, terminal quantities, clarify the responsible persons for distribution, and standardize distribution standards and requirements. Formulate specific reward and punishment rules for distribution and strictly implement them, achieving the daily, standardized, and institutionalized management of distribution work. Execute according to the distribution plan, requiring the distribution team to hold a morning meeting daily to report distribution progress and assign daily tasks, breaking down tasks to individuals. At the end of the day, hold an evening meeting to review the day's work, submit distribution forms, and have the supervision team inspect. For key customers and critical moments, the sales manager should personally lead the team on the front line to boost morale.
**2. Standardize Product Display Standards.**
Good display and vividness not only stimulate consumers' eyes but also generate market momentum, allowing consumers and terminal customers to feel the active atmosphere of the new product. Therefore, clarify product display requirements, achieve maximum and vivid product display, and let the product "shine" in the "first" line of sight.
**3. Implement One-Stop Service for Distributed Products.**
Adhering to the principle of "whoever distributes benefits, whoever distributes is responsible," assign responsibility to individuals and "stick to the end." Strictly delineate areas and require distribution personnel not only to distribute products to terminals (such as restaurants, famous tobacco and liquor stores, small shops/supermarkets) but also to find ways to distribute products to "consumers." Sales personnel should take the lead in helping terminal stores improve new product sales, achieve full tracking service for distributed products, and through certain marketing means or strategy combinations during effective distribution, connect products with the market, so that when consumers need the product, they can see it, buy it, and be willing to buy it, truly completing effective distribution.
**III. Distribution Strategy Is the Key to Success or Failure**
A qualified general never sacrifices soldiers' lives to win a war. An excellent commander is good at choosing the right situation rather than the right people. Therefore, a matching strategy is more likely to achieve distribution success and reflect team execution.
1. Create Market Momentum to Reduce Distribution Difficulty.
To facilitate smooth distribution, companies can create momentum in local media before distribution, such as local newspapers, television, outdoor advertising, etc., to fully attract the attention of outlets. They can also use posters and banners outside terminal stores to create ground momentum. Manufacturers with strength can choose a higher-end hotel to hold a "New Product Launch Meeting" (tasting session), inviting government functional departments, distributors, and media to expand brand influence.
2. Standardize Promotion Language in Distribution to Demonstrate Professionalism.
Unified language and scripts in distribution promotion can highly demonstrate the professional quality of sales personnel and avoid improvisation that is off-topic. For example, introduce the product's features, policies, market operation strategies, and how to help customers move inventory. Also, introduce the characteristics of the liquor quality, preferably inviting customers to taste it on the spot, then explain what base liquor is used, what unique craftsmanship is involved, and the praise from wine masters, etc.
3. New Product Distribution Is Absolutely Not Channel Stockpiling; FMCG Requires More Movement.
A reasonable distribution quantity can give customers the illusion that the product is moving quickly. In the first round of distribution, one item per single product can ensure both product display needs and customer sales. Since the quantity is small, the frequency of restocking will be high. Of course, customers will not take the initiative to restock, so sales personnel must do a good job of tracking and maintenance. Generally, the second and third restocking by terminal outlets is the key to successful product launch and a prerequisite for building their sales enthusiasm. For small and medium-sized enterprises, when it is impossible to invest heavily in advertising and public relations to pull terminal sales, they must find ways to conduct cash distribution. Cash distribution is more likely to be taken seriously by terminal customers and relatively easier to get their recommendation.
4. Design Activities and Policies That Can Move Customers.
Many terminal stores sometimes value not your product but the distribution rewards during distribution. It is crucial to determine appropriate, novel, and attractive promotional items according to distribution requirements. For example, tiered distribution rewards, purchase rewards, account opening rewards, promotional item support, free products, display rewards, etc., make customers feel they are getting a bargain, making it relatively easier to achieve cash distribution.
5. Concentrate Enterprise Resources for Point Breakthroughs and Create Demonstrations.
In key regional markets, choose key terminals for breakthroughs, and use the demonstration effect to drive distribution from point to area. During new product distribution, choose existing old customers or relationship customers for special policy distribution rewards to quickly establish image stores, form a hot-selling atmosphere, set benchmarks, and use the influence of image stores to penetrate surrounding small terminals, achieving the goal of driving area distribution with point activation, and using effective distribution to seize channel resources.
6. Customer Relationships Are Very Important; They Come from Diligence and Persistence.
Sales personnel tend to choose relationship stores during distribution and have fear and resistance to unfamiliar stores, or avoid them after one setback, which invisibly loses many effective terminals. During distribution, sales personnel must not only fully utilize stores with good customer relationships as demonstrations, using entered stores to induce unentered stores, but also face difficulties head-on, visit and communicate more, and even help unfamiliar store owners with tasks within their ability to build relationships and enhance customer relationships, such as organizing shelves, cleaning, and suggesting how to operate. Through diligence and persistence, they can move terminals and achieve smooth distribution. Do not lose confidence because of a customer's rejection.
7. Concentrating a Fleet and Personnel to Create Momentum During Distribution Can Impact Terminals.
During distribution, you can establish a promotion fleet composed of multiple people for team distribution, using the psychology of team warfare with many people, and create a sensation through the fleet's parade to attract terminals. During the distribution process, clearly divide tasks among team members and achieve smooth distribution through coordinated teamwork.
All these are based on continuous training, strict planning, summarizing shortcomings, tracking guidance, and continuously solving differences among various terminal outlets to achieve efficient market distribution.
## Practical Case Study of New Product Market Distribution
During my tenure as a regional manager for a large fruit-milk beverage company, there was a prefecture-level market in the region where the product had been on the market for a long time, but sales just wouldn't increase. Upon visiting the market, I found that the distribution rate of the product in urban CD-class stores was only about 10%, and the county-level distribution channels were not well-established. The distributor said, "The product's brand power is too weak locally, the product entered the market late, competitors are very strong now, and the resistance to product distribution is too great." Without investigation, there is no right to speak! The next day, I followed the distributor's salesperson to distribute and conducted a market survey at the same time. After a day, I discovered the root causes of the low distribution rate:
1. The distributor's after-sales service was too poor, basically not handling exchanges, the market maintenance cycle was too long, promises were not kept, and credibility was low. Since our product had a short shelf life, general supermarkets dared not stock it.
2. The distribution price in this market was far higher than the manufacturer's suggested price, leaving little profit for terminals, so they were unwilling to sell.
3. The salespeople's selling skills were indeed too ordinary.
Back at the distributor's place, I discussed the market issues with the distributor and reached a four-point consensus:
1. Sell at the manufacturer's specified price.
2. Be responsible for exchanging slow-moving products in the market.
3. Determine the market maintenance cycle.
4. To promote rapid product distribution, the distributor would take a portion of their own profits to reward first-time purchasing customers.
The distributor's salespeople had formed a fixed mindset that "the product is hard to sell," and had some fear and difficulty with distribution work. So I used facts to speak and took action to arouse their confidence. I took Xiao Zhang and Lao Li to distribute together. In one morning, we visited 20 stores and closed 14, a closing rate of 70%. Xiao Zhang and Lao Li were puzzled—"Why do they refuse us but accept you?" I said, "Failure always has a reason; success always has a method."
**First: Know Yourself and Know Your Enemy**
1. Understand the competitors' selling points, advantages, distribution rate, terminal supply price, retail price, and promotional activities.
2. Understand the characteristics of the store's business district, operating conditions, business direction, the personality of the store manager, existing competitor brands, and their sales.
3. Clearly understand your own product's competitive advantages and disadvantages, and play to strengths while avoiding weaknesses during the sales process.
4. Communicate more with superiors, report problems found in work, propose good suggestions, and seek support.
**Second: Tempt with Profit**
The purpose of a supermarket is to make a profit. When a supermarket manager chooses any new product for in-store sales, the first consideration is whether this new product can bring benefits to the supermarket. They mainly look at four points:
1. Profit margin is higher than similar products.
2. If profit is similar, the known market sales volume is far greater than similar products.
3. Promotional expense support.
4. The product has a unique selling point or strong brand appeal, and although it may not make money, it can attract foot traffic.
As a salesperson, you must clearly recognize which advantage your product has. If you cannot explain what returns the product will bring to the customer, no matter how much you say, it is futile!
**Third: Eliminate Concerns**
The second consideration for supermarket operators when choosing a new product is sales risk.
1. What is the product quality? Is it produced by a legitimate enterprise?
2. FMCG products generally have a shelf life. If it doesn't sell well, what about slow-moving stock? What if it expires?
3. Is the supply stable? Can market maintenance keep up? What if the supply can't keep up after the product sells well?
4. What is the supplier's credibility? Will promises be fulfilled?
**This requires salespeople to make thorough preparations:**
1. Bring all relevant sales materials, including the "three certificates" (business license, production license, and inspection report).
2. Tasting method—let customers taste the product personally, and use product quality to impress them.
3. Explain in advance whether exchanges and returns are handled, and make commitments on exchange cycles, restocking cycles, and delivery times according to company requirements.
4. Introduce the distributor's operational strength and credibility, and if necessary, sign a sales agreement or promotion agreement.
If you gain the customer's trust, you have already succeeded halfway.
New Food Era · New Distribution
— 2016 China "FMCG + Internet" Summit Forum —
**This is a grand event focused on how the FMCG industry channels will transform under the trend of Internet+ transformation**
**Conference Agenda**
08:00-09:00 Registration
09:00-09:05 Host opening
09:05-09:35 2016 China FMCG Industry Trend Analysis Report—Zhao Bo
09:35-10:05 FMCG Enterprise Transformation Strategy and Path—Liu Chunxiong
10:05-10:35 Opportunities and Challenges Brought by FMCG Channel Transformation—Liu Zhao, CEO of Waiqin 365
10:35-11:05 Reconstructing Distribution Channel System, Promoting Urban Retail Upgrade—Tian Yuan, General Manager of Alibaba Retail Connect Backend
11:05-11:25 Channel Efficiency in the Internet Era—Fu Xiaoyun, Vice President of Benlai Holding
11:25-12:00 Roundtable Forum—Brand Transformation: Improvement vs. Reconstruction?
Guests: Liu Zhao, Liu Chunxiong, Fang Gang, Chen Feng, Shi Zhengchuan, Deng Xia
12:00-13:30 Lunch
13:30-13:50 Distributor Transformation: Urban Distribution Trends—Wang Qi, CEO of Weijie City Distribution
13:50-14:20 Roundtable Forum—Why Distributors Should Do Logistics in Transformation
Guests: Zhao Bo, Wang Qi, Liu Zhongmin, Tang Guangliang, Wang Cheng, Sheng Yan
14:20-14:40 How FMCG Enterprises Can Leverage the Internet to Take Off—Wang Hui, E-commerce Operations Director of Xijiu
14:40-15:00 Detailed Explanation of Zhongshang Huimin's "One Machine, Two Wings" Strategy—Su Xiaoxin, Vice President of Zhongshang Huimin
15:00-15:20 Category Value and B2B E-commerce Development Strategy—Wang Chaocheng, CEO of Yijiupi
15:20-15:40 Supply Chain Finance as a Lubricant for B2B to Drive Traditional Business—Chen Xian, CEO of 51 Order
15:40-16:00 Zhanghe Cloud Factory Helps Upgrade FMCG Supply Chain—Yang Lixiang, CEO of Zhanghe Tianxia
16:00-16:30 Integrating Small and Micro Retail, Reconstructing Business Ecology—Miao Dong, Vice President of Quanshi
16:30-16:50 B2B Investment Principles and Ideas—Zhao Mingwei, Vice President of Junlian Capital
17:00-17:30 Roundtable Forum—Who Is the King of FMCG B2B Models?
Guests: Fu Xiaoyun, Zhuang Jianzhong, Jiang Tao, Zeng Weiqin
17:30-19:30 Dinner
For manufacturer and distributor friends who want to transform, this grand event is not to be missed. Interested friends can long-press the QR code below or click "Read Original" to register.
**Registration Method: Long-press the QR code below or click "Read Original"**
↓↓↓ Click "Read Original" [Register]


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- Publisher: New Distribution
- Author: New Distribution
- Published: 2016-10-01
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- Original source: https://mp.weixin.qq.com/s/fzUip6R5h2XQz-5Tc9E8WQ

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