Click to read the original article for details. When we think about problems, we must think around the essence to grasp the root of the problem and find the key points and true methods to solve it. Why do terminals sell your product? High profit? Good customer relations? The 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, or new products are uncertain. In the end, it all comes down to one word: 'fear'—fear of poor sales, occupying their space, capital, and energy. So why do terminals accept your product? They feel good about the product and the people, approve of the market operation methods, believe the product can bring value, sell well, and sell fast—these are the internal reasons terminals accept your product. So if we sell products only considering high profit and good customer relations, without thinking for the terminal about scenarios and solutions for selling fast and well, then terminals certainly won't accept it. This is normal. If a terminal accepts your product, it's because of good customer relations, but how long can customer relations sustain sales? So terminals accept our product because they accept the product's solution and the sales personnel; profit is just a basic driver. How to make terminals sell products quickly is a crucial planning scheme. Promotion plans, market operation plans, helping stores with sell-through, creating market atmosphere to attract consumers, activities to drive traffic to stores—these are the core of terminal acceptance. What is the real job of a salesperson? How to do it to boost sales? Is it just distribution, bragging, visits, collecting basic info, terminal atmosphere, inventory, restocking? That would be a big mistake; these are just basic actions and standard processes. What is the essence of a salesperson's job? The essence must be work that helps terminals generate sales, doing things that produce results, not just going through the motions. So many salespeople say they do everything, but the product just doesn't move. Yes, they work hard, but they don't do effective work targeting the market and terminals, without real solutions. For example, a terminal owner thinks your product has high profit and good customer relations, and he also promotes our product, but he just doesn't know how to promote it. How to teach the terminal the reasons and methods to push the product? If consumers don't accept it, how do you help the terminal owner? Could you bring the terminal owner's regular customers over for a tasting event, or do 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 from the crowd. Going through the motions doesn'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 going through the motions, not for creating sales, material coverage, or advertising atmosphere. Some salespeople like to visit terminals where the owner is easy to talk to, but those don't generate sales. Terminals that can generate sales, salespeople avoid after a few setbacks. Why are your sales shrinking and your market getting smaller? Every day you're just selling goods, but why do you lose one terminal after another? Because the product moves slowly. If a product doesn't sell a unit in three months, the terminal loses confidence and stops ordering after the second or third time. 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 owners hoping for reorders, but they get angry: the product doesn't sell, and you're increasing policies, worsening relations. Salespeople switch companies, but the same problem persists. It's not about having few outlets or small regions; sustained product sales are key. Based on terminal outlet conditions, actual store sales, influence, product fit, and competition, tackle each one individually with targeted activities to make the market more dynamic. Only then will you avoid the dilemma of products becoming harder to sell and markets shrinking. Why does the market not improve even after doing all actions? Doing everything means doing nothing. Resources are too scattered to create impact or influence. Excluding small areas, in large areas, doing everything equals doing nothing. Here we talk about the concept of focus. Only by concentrating forces, creating distinctiveness and momentum, focusing and excelling to form highlights, concentrating forces for local priority and single-point breakthroughs—in the marketing 4Ps, there are price, product, promotion, and place, forming a cone with 1P+3P, truly breaking through the market. Not launching all at once; the market is hard to achieve , excluding cases with strong resources. Next, I'll introduce seven aspects of focus. 1. Product focus. Create a super single product, using the leading product as the breakthrough point to make a deep impression on consumers. 2. Regional focus. Choose one region to blow up, then replicate. 3. Promotion focus. Core store atmosphere, consumer tasting and experience pull activities. 4. Channel focus. Based on product positioning and different markets, choose the main channel to perfect, deepen, penetrate, and explode that channel. 5. Resource focus. Concentrate on limited regions and core outlets. 6. Personnel focus. Let top talent focus on core outlets, concentrating on attacking a small area to achieve rapid sell-through. 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, but doing them selectively and targeted. Focus on leading regions to create models, focus on leading channels for breakthroughs, focus on leading terminals for leadership, focus on leading consumer groups for marketing, focus on a single promotion method for momentum, and focus on leading salespeople as role models.