Moreover, first-tier brands have higher turnover rates and higher return on capital. Why do second-tier distributors prefer selling first-tier bestsellers? Because first-tier brands turn over quickly and can earn more money. A first-tier brand can sell four boxes a week, turning over four times a month; selling other brands' products, you might sell one box a week, with very slow turnover, only once a month, and it's easy to cause product stagnation, resulting in more losses. Secondly, first-tier brand products are not afraid of overstocking; as leading brands, overstocking actually yields greater profits. Because leading brands rarely reduce prices; they only increase them. For example, if you haven't sold out your stock this month, the price may rise next month, and you actually earn more. Conversely, with lesser-known brands, if overstocking occurs, manufacturers often shirk responsibility, leading to stagnation and losses. This is how agents of first-tier brands leverage brand advantages at the terminal to achieve growth. For non-first-tier brands, the first step is also to find advantages and tell the profit story. Non-first-tier brands may be relatively weaker in sales promotion and influence, but they have advantages in price and profit margins. Salespeople should use these two advantages—good profit and good margins—to get customers to stock more. For example, a bottle of a well-known brand mineral water earns 0.5 yuan, but my mineral water earns 2 yuan per bottle, four times that. By amplifying the data, customers can see the huge profit space and stock up. **-02-**Open Up Sales Through Promotional Policies Many customers think promotional policies are a given and don't factor them into profit calculations. Customers may not value them, but salespeople must pay attention to this. When calculating profits, promotions should also be included, telling customers that promotional policies are pure profit given to them. Take grain and oil as an example: buy 6 get 1 free for soybeans, a barrel of oil costs 60 yuan. This 60 yuan is pure profit for the customer. Each time they stock 6 boxes, they get 4 barrels free per month, which is 240 yuan. Many terminal owners don't calculate this. Salespeople must help them calculate, even carrying a calculator. Salespeople should open up sales and achieve growth by focusing on the profits that owners care about. **Display rewards, purchase rewards, case cutting, dedicated displays, floor display fees, etc., are all net profits for small shop owners. If salespeople articulate these policies well, they can achieve twice the result with half the effort. When visiting, salespeople can say to the shop owner, "Boss, I'm here to give you money again. I've brought the floor display fees from last quarter. These fees are still available this year. Selling my products is worthwhile because there's so much net profit." If monthly sales reach 50,000 yuan, we can support a promoter in the store to help sell goods. More sales mean more money, and they can also help receive goods and organize displays, saving on salesperson costs. There are also special agreements, target rebates, and exclusive agreement rebates, which bring additional profits to the owner. For example, sign monthly or quarterly rebate agreements with terminal shops: if they sell 500 yuan of goods a month, they get a certain rebate. By signing agreements with customers and giving them more money, you encourage them to sell more of your products. When giving fees, salespeople should also calculate this account with the owner. Even for a small customer, do a business review. For example, in the first quarter, how much did you stock, what was the profit, how much did you get from display fees, floor display fees, purchase fees, and case cutting fees? Add it all up—isn't it more profitable than selling competing products? Similarly, when promoting new products, tell the terminal owner the profit story. New products themselves have high profit margins, and there are more reward fees for new product promotion. These are all pure profits for the shop. The owner may not realize it, but the salesperson must tell them. This is about showing customers the product's advantages in terms of profit. You can also attract customers through off-site activities. The company can support you in doing off-site activities for special occasions like store anniversaries, bringing you foot traffic and boosting overall sales and profits. With higher sales, you'll definitely earn more. The company can also hold ordering meetings with lucky draws and travel rewards, with great intensity. The lucky draw at the ordering meeting should be big enough to cause a sensation and let more people know. For example, a certain trading company held an ordering meeting with a grand prize of a small car. The intensity was enough to cause quite a stir in the local distribution industry. But the ordering meeting collected 18 million yuan in advance payments. With policies and activities in place, customers will feel that if they order less, they'll get much fewer benefits. **-03-**Open Up Sales Through Quality Service and Management Many terminal shops worry most about whether market management and service can keep up after stocking. First, in market management, distributors should dispel customers' concerns. Because there are differences in stocking between large and small shops, large shops may have lower prices, and many small shops worry that consumers will be attracted to large shops. In response, you can differentiate by product item and specification, so large and small shops buy different specifications. For example, for grain and oil, supermarkets limit specifications to 3.35L at 38.9 yuan, while small shops limit specifications to 4L at 39.9 yuan. Compare for customers: actually, the small shop's specification is more cost-effective, and it also avoids direct competition between small and large shops. **Price management is also very important. Once there is channel crossing in the market and prices are chaotic, customers can't make money and won't stock your products again. **Therefore, in price control, you must use iron-fisted measures. Whoever disrupts prices gets their supply stopped, ensuring the interests of every customer. Market channel crossing is usually caused by mistakes by second-tier distributors. If you have few or no second-tier distributors, the price system is basically stable. True price system management is built on intensive channel cultivation, directly serving terminal customers, reducing intermediate second-tier distributors, flattening the channel, and directly sinking to townships and even villages. Here, special attention should be paid to the fact that in township markets, large customers are concentrated, and competition is inevitable. To address this, an exclusive agency system can be adopted. For example, if there are five large customers in a town, everyone can sell bestsellers, but for non-bestsellers, let each of the five large customers exclusively represent one product. Especially in categories with low consumer awareness, this method can greatly reduce mutual competition in the same region. This is analyzed from the perspective of market management. Next, from the service perspective, let customers stock more. Distributors should proactively help adjust product structure based on small shop sales data. For example, if high-end products sell well in that shop, increase the proportion of high-end products. If high-profit products sell more, the shop owner earns more. Providing market information to terminal owners is a service many distributors know about, but few actually do. For small shop owners, this service is even more valuable. Many small shop owners have limited access to information and don't understand store management. If distributors can help small shops generate more benefits through services, small shops will not only order more but also become more loyal. In conclusion: Whether distributors can achieve growth depends on whether customers can sell more goods. The premise is that customers must be able to make money selling your goods. Distributors need to tell customers that selling your goods is profitable. Through your brand advantages, promotional policies, and service management, make customers understand that selling your goods is indeed profitable. If this process is completed well, you can naturally deeply bind customers and achieve growth.