---
title: "Dealer Terminal Customer Sorting: Resources Behind Customers"
description: "This article discusses the importance of sorting out the resources behind dealer terminal customers to improve sales performance, using the white liquor industry as an example. It emphasizes that identifying and addressing real problems, rather than pseudo-problems, is key to effective customer management and market depth."
author: "马兴强"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2014-09-07"
language: "en"
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# Dealer Terminal Customer Sorting: Resources Behind Customers

> This article discusses the importance of sorting out the resources behind dealer terminal customers to improve sales performance, using the white liquor industry as an example. It emphasizes that identifying and addressing real problems, rather than pseudo-problems, is key to effective customer management and market depth.

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**"Dealer Terminal Customer Sorting Series" is a free public course taught by Shangdao Marketing in our FMCG dealer public account group every week. This article is the transcript of Teacher Ma's lecture. If you are interested in learning, you can join the group: 344257092**
The following is the content:
Dealer customer management is the main body of business management. Sorting out the resources behind customers helps salespeople make market depth, find ways to broaden sales, refine routines to get performance from the market, and extract valuable sales tools.
Let's take white liquor dealers as an example. Each salesperson is responsible for about 30-50 customers, and the sales collections from these customers are the salesperson's performance. Facing these customers, salespeople always rack their brains to increase sales. Now the question is: Suppose you are the salesperson for this district. Last year's sales growth rate was 10%. This year, products and market have not changed much. The company decides to increase the sales task by 30% for the new year. What main measures will you take to achieve this goal? State your main breakthrough. Don't choose too many; one is enough.
Here are some main breakthrough directions to choose from:
1. Natural customer growth cannot complete the task; stimulate the boss to stock up, forcing the boss to sell;
2. Relying on old customers cannot complete the task; increase the number of customers and use new customers to make up;
3. Sort out the resources behind customers to make market depth and increase sales.
Choosing 1 is essentially moving inventory, not truly solving market problems, and will leave hidden dangers. It is not a plan a good salesperson would make.
Choosing 2 seems full of imagination, but it is not reliable, with much noise but little effect, and cannot be entrusted with important tasks.
Choosing 3 is the correct choice for salespeople. Sorting out the resources behind customers is the effective way to make market depth.
White liquor marketing has its own characteristics compared with ordinary FMCG: leader marketing, circle marketing, culture marketing, club marketing, and many other models, which are very industry-specific. In terms of consumption characteristics, there are many brands and high value, which is also different from other FMCG. For example, the group purchase model of alcohol is difficult to do so vividly in other FMCG. Many tobacco and liquor stores rely on a few customers for their main sales. White liquor dealers often call the core customers of customers "resources behind customers." You will find that many tobacco and liquor stores are not busy on the surface, but they live a comfortable life. Therefore, in the sales of tobacco and liquor stores mainly selling alcohol, customers and products are more focused, that is, the core is more prominent. Whether you can grasp the key points will make a huge difference. Therefore, sorting out the resources behind customers is directly effective and plays a decisive role in improving sales performance. If you cannot truly solve the problem of customer sell-through, relying only on promotional policies and benefits that need to be converted cannot bind customers. Only by helping customers make market depth, keeping your product click-through rate high, making customers willing to buy your product, and helping customers build their sales, can you mobilize the boss's enthusiasm. The current problem is that most merchants and salespeople ignore the resources behind customers, only focusing on the tobacco and liquor store boss, only making articles around the boss, and naturally being trapped by pseudo-problems.
In actual marketing work, only a few dealers have done the sorting of resources behind customers. Many companies have not conducted special discussions and practices on this issue, and some companies have never touched on the sorting of resources behind customers. This is the current situation of dealer customer management.
Discuss a problem in work with salespeople: Many people's work situation cannot be opened, or the efficiency is low and the effectiveness is poor. They are busy, but others think you are mediocre. Why?
Reality tells us that many salespeople are basically in a state of shallow thinking, that is, they do not seek deep understanding when encountering problems. When encountering problems, they automatically enter the "known" cognitive mode, lacking reasoning and research on problems. More often, they are positioned against past things and experiences, resulting in a large number of pseudo-propositions (commonly called pseudo-problems), which they are unaware of, and they invest a lot in them but basically have no solution.
For example: Several friends said that many bosses are now very troubled by the problem: unstable sales staff. Now I ask everyone: Is unstable sales staff a real problem or a pseudo-problem? (When we understand this problem, you will know the value of sorting out the resources behind customers)
This is a pseudo-proposition. We call all superficial problems, not root problems, pseudo-problems. Pseudo-problems are very harmful. They make many salespeople lose direction, fall into the quagmire of mediocrity, cannot extricate themselves, are very painful, but are always blinded. Those salespeople who work diligently but have mediocre performance are constantly thinking about and dealing with pseudo-problems. The result is, of course, labor without gain.
Analysis:
Unstable sales staff is just a phenomenon. It is like when our body has a fever. Some people handle it this way: they do not go to the doctor to find out the cause, but directly take antipyretics, only thinking about immediately cooling down. They think that if the body is hot, take antipyretics and cool down. In fact, it cannot solve the problem. Body fever is because there is inflammation in the body. The cause of fever is generally viral diseases or bacterial infections. You need to reduce inflammation, find out the cause, and choose appropriate drug treatment. This is the root. Unstable sales staff is a surface phenomenon, not the cause. The reason should be that the company's organizational system, management system, or assessment system, or company culture has problems. If you treat unstable sales staff as a real problem, the usual measures are: salary increase, ideological persuasion, and increasing recruitment efforts. These are "taking antipyretics," wasting resources, and cannot solve the problem. Managers are exhausted, and one problem is solved but another arises. The solution should be to sort out the company's organizational system, management system, or assessment system, as well as company culture, identify the most prominent problems, carry out reforms, and give employees confidence. This is the right medicine.
Everyone discusses a problem: "If the salesperson changes, the market is lost, and even worse, they go to competitors," is it a real problem or a pseudo-problem? It is also a pseudo-problem.
In fact, in work, we are often trapped by pseudo-problems, constantly consuming resources. Much money is spent without value, and many investment expectations fail. Pseudo-problems create a large number of mediocre people and kill countless heroes.
Through the previous analysis, it shows that the inertial thinking of mediocre salespeople restricts their development and they suffer from the harm of pseudo-problems. Through our argument analysis, we hope to help salespeople realize that pseudo-problems cause us huge waste of resources and energy. We need to improve performance effectively and find the fundamental problems affecting performance.
White liquor dealers, according to customer characteristics, are divided into four types: group purchase customers, supermarket and mall customers, storefront customers, and distribution customers. Among them, group purchase customers and storefront customers have great value in sorting out the resources behind customers.
There are three major difficulties in sorting out the resources behind customers:
1. Salespeople do not recognize the importance of sorting out the resources behind customers;
2. Customers worry that their core customers will be taken away by merchants and do not cooperate;
3. The specific operation of sorting out the resources behind customers.
Solutions:
1. Salespeople establish new sales concepts:
From the previous analysis of the operating characteristics of white liquor customers, we understand that in the sales of tobacco and liquor stores mainly selling alcohol, customers and products are more focused, that is, the core is more prominent. Whether you can grasp the key points will make a huge difference. There are huge competitive opportunities here. Salespeople should design strategies to win over competitors with the resources behind customers, taking a step forward in areas that competitors have not realized. This requires salespeople to change the original idea of only connecting sales to the store and the boss, and deeply penetrate your sales to the customer's customers (core consumers), treating them as the source of your sales resources. Store customers are the channels connecting the sales source. The salesperson's self-positioning is the planner of sales channel operation. This is high enough, right? This is frontline marketing operation. "The best strategy is to attack the enemy's strategy," and you must gain the first opportunity in the frontline strategic confrontation. Of course, implementing these plans requires resources. Everyone knows that manufacturers have such resources, such as gift wine, tasting sessions, banquets, event marketing, and factory visits. As long as the salesperson's public relations plan for the resources behind customers is reliable, even if the manufacturer does not have resources, the dealer boss is willing to spend, provided that you prove afterwards that the money is completely worth it! We will talk about resources later. Now, first clarify the thinking, clarify the salesperson's own responsibility, design the salesperson's positioning with high standards, and fully recognize the important value of sorting out the resources behind customers.
Achieve your value with customer value.
2. Design "sorting out the resources behind customers" from the customer's perspective, so customers will not worry about their core customers being taken away by merchants. When your design brings benefits to customers, customers will be willing to actively cooperate;
First, we absolutely do not allow bypassing customers to transact with customers' customers. This is discipline, a high-voltage line that must not be touched. But how to make customers trust us depends on our work level.
For example:
A dealer organized a consumer visit to the distillery: with reception, gifts, and scenic spot visits, letting customers invite their core customers. This kind of thing that has no cost and can maintain customer relationships is very willing for customers to handle. Many distilleries and dealers have organized this.
Question: After the factory visit, what follow-up work did the dealer do?
One of our customers, after the factory visit activity, designed a form to go to the customer's place for statistics, wanting to follow up with the participants, promote feelings, and cultivate sales opportunities. Let me show you this form:
On that day, salespeople from two district markets took the form to visit customers and register. As a result, among 12 customers and 36 factory visitors, only 3 customers cooperated, and 8 visitors were registered, with a completion rate of less than 30%. Moreover, customers were very unhappy, and more often made excuses to shirk. Even 4 customers directly opposed and refused to fill it out. Why? What to do?
In fact, they were worried about losing core customers, afraid that you would take them away. Everyone says: Where is the problem? Is it that customers are unwilling to cooperate? Wrong, this is a pseudo-problem. What is the real problem?
It is that we did not reassure customers; our plan made customers worry. So what should we do?
Let me show you. After Shangdao Planning saw it, they simply modified the original form:
Added content:
If you think from the customer's perspective, you will gain the customer's understanding.
Therefore, in our Shangdao Planning "Three Axes of Sales," the first axe is: meet the customer's psychological needs and design a plan for customers to "take advantage." How to design? Two prerequisites: 1. What customers care about is more important than what you want to say; 2. How to say it is more important than what to say. Let me show you:
3. Specific operation of sorting out the resources behind customers
Sorting out the resources behind customers requires everyone to explore creatively, do it to the extreme, and make it "precision marketing" for white liquor marketing.
Let me make an analogy. I like to use war cases as analogies when teaching marketing courses. For example, when organizing a promotional activity, I talk about "Operation Lightning Uganda"; when doing holiday campaigns, I talk about the "Battle of Menglianggu" and so on. Now ask a war topic that many people are willing to think about: If China goes to war with Vietnam now, what is your first reaction? What are the chances of victory? Come on, who will share their insights? We are all ears:
Let me tell you a sad prediction: The outcome of the war is hard to say. In fact, in today's war with precision-guided weapons and missiles, in naval warfare, there is no distinction between strong and weak countries. The Falklands War had many characteristics of modern naval warfare. It was fought between a world-class naval power—Britain—and Argentina, whose naval, air, and army forces were extremely weak. A small number of precision strike weapons have devastating lethality.
Russia provided all Su-30MK(V)2 fighter weapon systems to Vietnam. The Su-30MK(V)2 is a variant of the Su-30MK(K)2. The Chinese Naval Aviation received 24 Su-30MK(K)2s. How are the Chinese Air Force's different from the Vietnamese Air Force's? In this regard, sources from the Russian aviation industry claim that Vietnam's received only minor improvements. According to this magazine's judgment, "minor improvements" means that Vietnam's Su-30MK(V)2 can use more weapon systems. Even if a small country's air force has very few advanced fighters, as long as they are used properly, they still constitute a fairly strong combat capability, especially if the airborne weapons are advanced. With the earlier 12 Su-27SKs received by the Vietnamese military, the total number of all "Su" aircraft will reach 24.
Okay, let's return to the topic of precision marketing. We should study and promote the sorting of resources behind customers as a means of precision marketing, experiencing the power and effectiveness of precision guidance.
Customer sorting: Many manufacturers and dealers have accumulated a lot of experience. For example, a well-known domestic manufacturer summarized customer sorting as the "444614 Project"; one of our customers in Tai'an, Tai'an Xinfuyuan Trading Company, summarized the Mid-Autumn Festival market organization points as the "5520 Project" (each salesperson during Mid-Autumn Festival: 5 family banquets and wedding banquets, 5 group purchase units, 20 key channel customers), and so on. We will share with you in the future if there is an opportunity.
This lecture ends here. Thank you all.
Attachment: Shangdao Planning Dealer Simplified Management Version "Three Sortings" Course Progress:
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