I once heard a story from friends: **A salesperson was delivering goods, but the terminal store's shelves were full, with no place to put the products, so he directly placed them in the warehouse. After a while, the salesperson made a follow-up visit, but didn't check whether the store had any stock or where it was placed; he just routinely asked the owner if the products were sold out. The owner, without looking up, said, "No." Of course, they weren't sold out; the goods were all in the warehouse! After another period, the salesperson asked the owner again if the products were sold out. The owner thought, the products are still in the warehouse. He was embarrassed to tell the salesperson, so he just said, "No good, this product doesn't sell." The salesperson went back and told his boss, "This product doesn't sell." Imagine, this kind of behavior—just delivering without merchandising, unloading and leaving, not caring where the products end up, whether they are displayed, or how they are displayed—how can there be sales, even if the product is good? Distribution is not a cursory glance, but a deep impression 1. Salespeople are not deliverymen Salespeople are not deliverymen. Deliverymen just deliver goods; if the customer doesn't want them, they can leave. But salespeople must face customer rejection, even criticism, and change the customer's mind, turning the impossible into possible. So as a salesperson, you must do everything to get customers to accept the product, let every terminal customer see the sample and packaging, know the price and profit, and also let them know the unique selling points, brand, and bright prospects of the product. Every customer visit must be effective. The more serious and responsible the salesperson, the easier it is for terminal customers to order. Conversely, if the salesperson is perfunctory, don't expect terminal customers to order and sell. 2. Distribution is a gradual process Product distribution is not achieved overnight, especially for new brands and new products. You can't rush. Customers need time to understand and accept the product. Salespeople shouldn't expect that one visit will make the customer agree to order. Of course, some terminal customers order immediately, but they are a minority. Salespeople visit terminal customers once, twice, three times... until multiple times, constantly answering questions and doubts during visits, gradually building trust and goodwill, and finally forming orders. The process of visiting customers is the process of letting customers fully accept the brand and product. This process cannot be rushed; it requires patience and perseverance! 3. Distribution diary is essential For distribution, keep a market diary, learn to analyze, summarize, improve, and find suitable distribution methods. A good memory is not as good as a bad pen. Keeping a market diary means recording the daily distribution situation in detail, including the distribution route, detailed customer information (address, phone, owner, products sold, competing products, etc.), and also record which customers ordered, which didn't, why they didn't, and when to visit again. This helps improve distribution strategies and plan for the next distribution. Therefore, be sure to write good distribution notes and use the distribution diary well. 4. Distribution is important, but merchandising is more important Help the store owner put products on the shelves, set up price tags and promotional posters. Then agree with the customer on the next placement time and check inventory. When checking inventory, replace expired and damaged products promptly to avoid affecting brand reputation. In addition, not only ask about sales, but also personally go into the store and warehouse to count the inventory of each variety in detail, compare with the registration form from the last distribution, preliminarily calculate the quantity of sold products, and prepare for replenishment. Terminal distribution must not be a formality; all goal achievement ultimately comes down to successful execution, and all execution problems are the implementation issues of frontline personnel. If the tip is adopted, a reward of 400-2000 yuan will be paid. China FMCG + Internet Professional New Media Committed to FMCG manufacturer and distributor transformation and channel digital solutions Copyright Issues | Business Cooperation | Project Consulting | Reader Submissions