---
title: "Can't Crack Stubborn Terminal Stores? This 'Simple Method' Helped Conquer 50"
description: "In terminal sales, you sometimes encounter customers who keep you at arm's length and won't even talk, leaving your tactics useless. At such times, you need to return to basics and use 'simple methods' to conquer 'stubborn stores.' As the saying goes, 'A soft rope can cut through hard stone,' meaning persistence and gentleness can overcome resistance. Salespeople facing such stores need this spirit: perseverance and repeated visits."
author: "魏庆"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2018-03-22"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/JV-tIuAs164VR3-JVhr8lQ"
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---

# Can't Crack Stubborn Terminal Stores? This 'Simple Method' Helped Conquer 50

> In terminal sales, you sometimes encounter customers who keep you at arm's length and won't even talk, leaving your tactics useless. At such times, you need to return to basics and use 'simple methods' to conquer 'stubborn stores.' As the saying goes, 'A soft rope can cut through hard stone,' meaning persistence and gentleness can overcome resistance. Salespeople facing such stores need this spirit: perseverance and repeated visits.

In terminal sales, you sometimes encounter customers who keep you at arm's length and won't even talk, leaving your tactics useless. At such times, you need to return to basics and use 'simple methods' to conquer 'stubborn stores.' As the saying goes, 'A soft rope can cut through hard stone,' meaning persistence and gentleness can overcome resistance. Salespeople facing such stores need this spirit: perseverance and repeated visits.

1. **Know Your Numbers, Don't Be Intimidated by Customer Rejection**
The most arrogant attitude isn't from small mom-and-pop stores but from supermarkets. When a supermarket buyer first meets a stranger supplier's salesperson, they often act tough: 'I only have two minutes. Our policy this year is a 20,000 yuan entry fee for new brands. If you can accept it, we talk; if not, get out.' Or they might say, 'We don't have plans for this right now' and walk away.
New salespeople might panic or despair. But think about it: Is the supermarket really not interested in new products? Impossible—new products mean new sales, new margins, and new fees! Is the 20,000 yuan entry fee really non-negotiable? Many deals start at 20,000 and end at 2,000. So why won't they talk? In reality, the store's rejection is just a professional habit; they're used to 'just say no.' Maybe they want to give you a hard time (so you need to visit more), maybe they're busy or in a bad mood that day, or maybe they're in the middle of a promotion and don't have time for new products (so you need to come back later), or maybe they don't know anything about your new product and don't know how to talk about it, so they walk away to check how similar products are selling in other stores (so you need to give them time)...
In short: There's no love without reason, and no hate without reason. The store might not be interested in new products, but they're definitely interested in making money! The more unfamiliar the customer, the more likely their rejection is a facade. Visit more, find the reason behind their tough attitude, and the problem will be solved.

2. **Take the Initiative, Don't Believe Customers' Excuses and Lies**
When small and medium terminals reject you, they rarely say 'no' directly; they usually give an excuse. Common excuses include:
1) 'Don't bother. When I decide to order, I'll call you.'
2) 'I'm selling other products now. Let's talk next time.'
3) 'Your sister-in-law isn't here; I don't make decisions. Let me discuss it with her when she returns.'
4) 'The boss isn't in.'
5) 'I've known Old Wang (the distributor) for years. I can just call him to deliver goods. I don't need you to sell to me. Don't bother with my store.'
6) 'I don't have money these days. Come back later.'
7) 'No space to put it. Next time.'
8) 'It's off-season; things aren't selling. Come back in peak season.'
Look closely at these words: 'no money,' 'no space,' 'boss isn't in,' 'off-season'—they're all excuses. Aren't other stores selling? Isn't your space and money meant for stocking goods to make money? The most deceptive part isn't the rejection but the delay—'next time' or 'I'll call you.' If you believe these, you can't do sales.
Never believe customers will come to you! Always take the initiative!

3. **Set Visit Goals: Take Small Steps, Keep Moving**
Selling starts when the customer says no. Closing a deal on the first visit isn't sales; it's luck. Especially for stubborn stores and big stores, don't expect a one-time deal. Set goals for each visit: For example, the first visit might just be to get acquainted, establish contact, introduce your service process, register complaints, and show samples.
The second visit: handle complaints, improve relationships, do in-store merchandising, tell the profit story, and analyze 'why your store needs this product.' The third visit: use social proof by showing orders from other stores that sell well...
Take small steps, keep moving. Set a small goal each time, and achieving it is a victory. This keeps your sales mindset calm, prevents you from getting flustered, and doesn't pressure the customer.

4. **Dealing with 'The Boss Isn't In'**
If you visit many times and are always turned away with 'The boss isn't in,' that's a big loss. Maybe one day you'll find out that the person telling you 'the boss isn't in' is actually the boss. The 'small steps' plan can't be implemented. Here's how to handle it:

**1) Adjust Your Mindset**
Many salespeople fear meeting big store owners. But when you actually meet them, they're often polite. If you're diligent, provide good service, and build relationships, that store where 'the boss is never in' becomes an advantage—other companies can't get in, but you can talk directly to the boss!

**2) Get the Phone Number**
Ask the staff who the boss (or the person in charge of purchasing) is and when they're in. Try to get the boss's mobile number, call or text to set up a meeting, and then come back.

**3) Communicate in Writing**
Write down your name, phone number, the product you're selling, price, and policy, and ask the staff to pass it to the boss. If you have samples, leave them.

**4) Visit More**
Maybe the boss will be in on a second visit the same day, or next time you pass by, you see someone who looks like a leader inside. Don't be afraid—just walk in and find them. You might get lucky.

**5) Find an Insider**
Who knows best whether the boss is in? (For big stores, it might be the greeter or security guard; for small stores, the waiter or sales clerk.) Target one or two people who don't seem hostile (like a shift leader, bar waiter, or cashier). Chat with them each visit, give a small gift, tell them about your product's advantages and profit story, and ask for their help. They can at least tell you who the boss is, when they're in, and who has influence with the boss. Next time you talk to the boss, if this 'insider' can chime in with 'This product sells well in nearby stores,' it can be crucial.

**6) Get Introductions from Acquaintances**
The store owner must have acquaintances. The distributor might know them (if the store carries other products from the distributor). The owner of a neighboring or nearby supermarket might know them. Or maybe someone from industry, tax, classmates, or fellow townsfolk—if you think hard, you can find a middleman. You might appear as a friend, fellow townsman, or relative of the introducer. We just want a meeting; business is still based on professionalism, product, and profit story!

**7) Turn Customers into Employees**
Owners of bigger stores often have a circle; they might have tea and play cards together in the morning. If you work hard to win over one owner and build a relationship, you can sweet-talk them: 'Brother, can you introduce me to some other owners?' It's not impossible.

5. **Visit Repeatedly, Provide Service, Soft Rope Ties Hard Stone**
Since they're stubborn, you need to visit repeatedly and provide service. Here's a case study:

**First Visit: The store is crowded, and the boss ignores me?** No problem. We get acquainted. I follow the standard customer visit steps (detailed in a later article). The focus is showing samples, explaining policies, and asking if there are complaints to handle. Also, I give you two small gifts. You won't let me put up posters? No problem. See you next time. As I leave, I say, 'It's our first meeting; it's normal you don't order. We're not just here to sell; we come once a week to provide service. After a few visits, when we're familiar and trust each other, we can cooperate.'

**Second Visit: The boss still ignores me?** No problem. I still follow the standard steps. This time, the store is less crowded, so I have space to do display and inventory management: I tidy the shelves, wipe dust off products, do FIFO (first in, first out) for your products (even if they're not ours), and tell you about two boxes with older dates that I've moved to the front for you to sell first. Also, a surprise—I've exchanged those two damaged packages from last time.

**Third Visit: The boss gives me a lukewarm greeting and says no money for now?** No problem. I still follow the standard steps. This time, I focus on cleaning the display case. I bring a basin of hot water with laundry detergent and clean the display case thoroughly. I tell the boss that in winter, the cooling display case doesn't need to be plugged in, but it still needs maintenance, or it won't work in summer. Oh? Last time I did FIFO and put older products in front, but they're buried again? No problem, I'll rearrange them. The storeroom is dark, so I use my phone's light to check production dates and put older stock in front. In the freezing cold, I'm sweating. As I leave, the boss offers me a cigarette and says 'Thanks for your hard work.' I know I'm making progress; next time I'll make my move.

**Fourth Visit: Unexpectedly, the boss's wife refuses to order.** After my previous efforts, the boss was won over, but this time his wife ruined it (I think to myself, 'Thank goodness there's only one wife'). No problem. I still follow the standard steps. The wife loves money, so I focus on the profit story, show her orders from other stores, and even call the driver to deliver wine to the next-door store. She's tempted but doesn't act, saying 'Let me think about it.' I reply, 'No problem. Whether you order or not, I'll come every week to provide service.' Before leaving, I replace the store's posters with new ones and give the wife a ballpoint pen.

**Fifth Visit: Bad luck—both the boss and his wife are out.** The boss's mother is watching the store. She speaks a dialect and mumbles, so I can't understand her. I'm about to cry. Just then, the sky darkens and it starts to drizzle. I quickly help her move products from the doorway into the store. After all that, my clothes are soaked. The old lady seems touched and invites me inside. This time, with the boss and his wife away, and the old lady being easygoing, I place our products in the best positions on the shelves, hang ten ceiling flags, and put up six posters on the wall near the entrance. The store looks like a model store. The old lady insists on giving me a drink. I can't refuse, but as I leave, I put money on the windowsill and run. I can't take advantage.

**Sixth Visit: Great! All three 'top executives'—the boss, his wife, and his mother—are present.** The mother sees me from afar and invites me in for water. The boss offers me a cigarette. The wife is still lukewarm but gives me a smile. Ha! I finally get to sit down. My six months of sales experience tell me that few deals are made standing up. If the owner gives you a stool, you have a chance. So I sit, drink water, smoke, and chat with the boss. I say, 'I know you haven't decided to order, but don't be unwelcoming. I'm here to serve. Running a small store isn't easy, so you should be cautious. But I want to know what you're worried about. Is there something I haven't explained clearly?'
The wife says the main issue is that customers don't ask for our new brand. Thanks to the posters I put up last time, someone finally asked if they had the product. I'm overjoyed—we're finally talking about ordering! I start using various methods: 'If you only sell what customers ask for, you won't make money. You need to sell what you want to sell to profit.' 'Last time, posters got people asking. This time, I'll not only put up posters but also do empty-box display rewards to boost consumption.' 'Start with half a box. I'll give you the freshest stock this month, with 12 months of shelf life. Also, I'll apply for the new-store display reward promotion (which ended two days ago).' 'Out of the five supermarkets in this neighborhood, you're the only one that hasn't ordered...' The wife hesitates, but the boss gets angry: 'This young man has been so sincere and come so many times. Stop dawdling. I'll decide—we'll take two boxes.' In the end, I only write an order for one box—I have to give the wife face; she's also a 'top executive' in the store.
As I walk out, I breathe a sigh of relief. This stubborn store is finally conquered. It took six visits to sell one box of new product. The most important thing is that this store is now ordering from me. If they order one new product today, I can get them to sell the full range in the future. As long as I keep up the service, this store is 'mine.'
I reflect: When I first started, I thought sales required being clever and smooth-talking. But something taught me otherwise. About two months in, there was a hotel where I used every trick, but they were as stubborn as a mule. I was at my wit's end. So I started going to the store during the lunch rush every day. I didn't sell or talk profit; I just helped wipe tables, serve food, and sweep the floor for an hour, then left. I came back the next day and did the same for nearly half a month. The owner couldn't take it anymore. One day, he asked me to stay for a meal and said, 'I'm afraid of you. You come every day, say nothing, just work. You're driving me to insomnia. Just pick something from my store and I'll send a small amount. I'm not doing this for anything else, but because you're a sincere person.'
**From then on, I understood who can do well in sales. It's not about eloquence; it's about persistence and hard work, like embroidering the market stitch by stitch.** Sometimes I push myself; if I can't win over even the smallest customer, I feel uncomfortable. It's not about selling that one box, but about giving myself confidence and achieving another success. I've even seen customers who wouldn't let me in and chased me out. My secret is that customers aren't good or bad, just different. Be persistent and visit more: If you won't let me sell, can I give you my business card and get acquainted? Can I leave two small gifts and go? Can I put up a poster? Can I handle a complaint? Can I wipe your shelves? If you're washing vegetables, can I help? If it rains, can I help move your goods inside? If you can't make change, can I help exchange some? If your child is crying, can I soothe them? If all else fails, can I eat lunch at your store, buy a pack of cigarettes or a rag, and chat?

**Summary and Analysis:**
'Don't expect a deal on the first visit,' 'Sales start when the customer says no,' 'Sales are about probabilities,' 'Never believe customers will come to you'—these are the mantras passed down by experienced salespeople. In practice, first, know your numbers; there's always a reason for rejection. Then, be persistent and visit repeatedly.
What to do? Professionally, follow standard visit steps. In detail, record customer information, give small gifts, post customer contact cards, manage inventory, handle damaged goods, resolve complaints, do merchandising with posters to boost sales, and even help with odd jobs. If the boss isn't in, find ways to get their phone number, find acquaintances or insiders to help arrange a meeting. There's so much to do. In short, 'A smiling face won't be hit.' Providing service can't be wrong! If once doesn't work, try a hundred times. I'm not trying to tear down your house; I'm trying to sell you a product that makes money (product plus profit story). I don't believe you're completely impervious. One day, you'll give me a smile, a seat, and discuss ordering. As long as you're willing to talk, I have solutions. Whatever your concerns, I'll address them. Try a small order... Sincerity can move mountains. As Xiao Shenyang said: 'You can not love me, but I love you—you can't stop that. Flowers are innocent.'
People say sales is 'hard work.' I joke, 'It's not hard on the heart, but it's hard on fate.' In this line, that's our fate. Without the hard work of a salesperson—crawling through ice and snow, walking the streets—you won't become a manager who directs operations. The sales industry is fiercely competitive. If you don't fight for your life, life will fight you!

Source: Teacher Wei Qing (ID: weiqinglaoshigongsi)
Click **Read Original** to see more about the 4th FMCG + Internet Conference...
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