When thinking about problems, we must focus on the essence to grasp the root of the problem and find the key points and true solutions. Why do terminals sell your product? High profit? Good customer relations? Product is a brand? These are not the obvious reasons. From another angle, what is the real reason terminals don't accept your product? Some say poor customer relations, product profit can't move terminals, new products unknown if they sell well. Actually, it all boils down to one word: 'fear'—fear it won't sell, occupying their space, capital, and energy. So why do terminals accept your product? They feel good about the product and the person, recognize the market operation method, and believe the product can bring value—selling well and fast. That's the internal reason terminals accept your product. So if we sell products only considering high profit and good customer relations, without thinking about scenarios and solutions for terminals to sell fast and well, terminals certainly won't accept. That's normal. If terminals accept your product because of good customer relations, how long can that last? So terminals accept our product because they accept the product's solution and the salesperson; profit is just a basic motivation. How to make terminals sell products quickly is crucial. Promotional plans, market operation plans, helping stores with sales, creating market atmosphere to attract consumers, activities to bring consumers to stores—these are the core of terminal acceptance. What is the real job of a salesperson? What should be done to help sales? Just distribution, boasting, visits, collecting basic information, terminal atmosphere, inventory, restocking? That's a big mistake. These are just basic actions and standard processes. What is the essence of a salesperson's job? It must be work that helps terminals generate sales, doing things that produce results, not routine tasks. So many salespeople say they do everything but products don't move. Yes, they work hard, but they don't do effective work for the market and terminals, lacking real solutions. For example, if a terminal owner thinks your product has high profit and good customer relations, and he also promotes our product, but he doesn't know how to promote it. How to teach terminals the reasons and methods to promote? If consumers don't accept it, how do you help the terminal owner? Can you bring the terminal owner's regular customers for tasting events, or consumer pull activities? We do things not for the terminal owner or the company, but for ourselves. If the product can't surpass competitors, it can't attract consumers' attention and stand out. Routine tasks don't generate sales. Another example: I often see salespeople who, when the company requires at least five posters, only put up five. That's just routine, not for creating sales, material area, or advertising atmosphere. Some salespeople like to visit terminals where the boss is easy to talk to, but those don't generate sales. Terminals that can generate sales, salespeople avoid after a few setbacks. Why does your product sell less and less? Why does the market shrink? Every day just selling goods, terminals decrease one by one. Why? Because product turnover is slow. If a product doesn't sell a piece in three months, the terminal loses confidence and stops ordering. You keep developing new stores, using policies, even sacrificing sales commissions to stimulate orders, until there are no new outlets to develop. Then you go back to terminal bosses hoping for reorders, but they get angry: the product doesn't sell and you increase policies, worsening relations. Salespeople change companies, but the same problem persists. It's not about having many outlets or regions; sustained sales are key. Based on terminal outlet conditions, actual store sales, influence, product fit, and competition, tackle them one by one with targeted activities to make the market more dynamic. Only then won't you face the dilemma of products becoming harder to sell and the market shrinking. Why does the market not improve even after doing everything? Doing everything means doing nothing. Resources are too scattered to create impact and influence. Excluding small areas, in large areas, doing everything equals doing nothing. Here we talk about focus: only by concentrating forces, creating characteristics and momentum, focusing and going to extremes can form highlights. Concentrate forces, prioritize local areas, break through single points. In marketing's 4Ps—price, product, promotion, place—it's a cone formed by 1P+3P, truly breaking the market. Not simultaneous efforts; the market is hard to achieve, excluding cases with strong resources. Next, introduce seven aspects of focus. 1. Product focus. Create a super single product, with the leading product as the breakthrough point, making consumers deeply impressed. 2. Regional focus. Choose a region to explode, then replicate. 3. Promotion focus. Core store atmosphere, consumer tasting experience pull activities. 4. Channel focus. Based on product positioning and different markets, choose the main channel to go to extremes, making it deep, thorough, and explosive. 5. Resource focus. Concentrate on limited regions and core outlets. 6. Personnel focus. Let excellent talents focus on core outlets, concentrating on attacking a small area to achieve rapid turnover. 7. Consumer focus. Target opinion leader groups with selective, targeted actions. So to make your market improve quickly, it's not about doing all actions. It's about being selective and targeted. Focus on leading regions to create models, leading channels for breakthroughs, leading terminals for leadership, leading consumer groups for marketing, single promotion methods for momentum, and leading salespeople as examples. -END-