Click to read the original article for details When salespeople visit customers to take orders, the customer's primary concern is whether selling your product will make money. Starting from this core point, salespeople should tell a profit story, bind customers' core demands, increase sales, and secure more orders. Make those who originally ordered five boxes now order ten; those who ordered ten now order twenty... As always, salespeople seem to do repetitive tasks every day, but many details require attention. How to make customers know that we are thinking of their interests is closely related to the salesperson's communication skills. I have summarized three aspects on how salespeople can bind customers' core interests through communication to achieve growth, hoping to provide some inspiration to distributor bosses. Leverage brand advantages to boost sales When visiting customers, salespeople should first know the advantages of their own products. If you represent a first-tier brand, tell customers where the advantages of first-tier products lie, and learn to calculate the account for customers. First, first-tier brands have large sales volume, high monthly total profit, and high capital return rate. Take grain and oil as an example: if you sell a generic brand, you can earn 15 yuan per barrel, 60 yuan per box, and sell only two boxes a month, making a monthly profit of 120 yuan; but if you sell a well-known brand, you earn 5 yuan per barrel, 20 yuan per box, and can sell 10 boxes a month, making a monthly profit of 200 yuan. Moreover, first-tier brands have higher turnover rates and higher capital return rates. Why do secondary wholesalers prefer to sell first-tier bestsellers? Because first-tier brands turn over quickly and can make more money. A first-tier brand can sell four boxes a week, turning over four times a month; selling other brands, you might sell one box a week, with very slow turnover, only once a month, and it can easily lead to product stagnation and more losses. Second, first-tier brand products are not afraid of overstocking; as leading brands, overstocking actually brings greater profits. Because leading brands rarely reduce prices; they only increase prices. For example, if you haven't sold out your stock this month, the price may rise next month, and you actually earn more. Conversely, if generic brands have overstock, manufacturers often shirk responsibility, leading to stagnation and losses. This is how representing a first-tier brand can use 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 are relatively weaker in sales promotion and influence, but they have advantages in price and profit margins. Salespeople should leverage these two advantages to get customers to stock more. For example, a bottle of well-known brand mineral water can earn 0.5 yuan, but my mineral water can earn 2 yuan per bottle, four times that. By amplifying the data, customers can see the huge profit space and stock up. Boost 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. Still using grain and oil as an example: buy 6 get 1 free for soybeans, a barrel of oil costs 60 yuan, and this 60 yuan is pure profit for the customer. Every time they order 6 boxes, they get 4 free barrels a month, which is 240 yuan. Many terminal owners don't calculate this account; salespeople must help them calculate, even carrying a calculator. Salespeople should open up sales and achieve growth from the profit issues that bosses care about. Display rewards, purchase rewards, case cutting, dedicated backings, floor display fees, etc., are all net profits for small shop owners. If salespeople present these policies well, they can achieve twice the result with half the effort. When visiting, salespeople can say to the small 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 are so many net profits." If monthly sales reach 50,000 yuan, we can support a promoter in the store to help you sell goods. More sales mean more money, and they can also help you receive goods, organize displays, and save on salesperson costs. There are also special agreements, target rebates, and exclusive agreement rebates, which bring additional profits to the boss. For example, sign monthly or quarterly rebate agreements with terminal shops: if you sell 500 yuan of goods a month, you 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 boss. Even for a small customer, do a business review. For example, how much did you stock in the first quarter, what was the profit, how much did you get in display fees, floor display fees, purchase fees, and case cutting fees, and what is the total profit? Isn't it more profitable than selling competing products? Similarly, when promoting new products, tell the terminal boss the profit story. New products themselves have high profit margins, and new product promotions have more reward fees. These are all pure profits for the small shop. The boss may not realize this, but salespeople must tell him. This is about letting customers see 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 popularity and driving overall sales and profits in your store. With larger sales, you'll definitely make more money. The company can also hold order meetings with lucky draws and travel rewards, which are very attractive. The lucky draw at the order meeting should be grand to create a sensation and let more people know. For example, a trading company held an order meeting with a car as the grand prize, which was impressive and caused a stir in the local distribution industry. But the order 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. 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 large and small shops have differences in stocking, large shops may have lower prices, and many small shops worry that consumers will be attracted to large shops. To address this, differentiate in product items and specifications, so large and small shops buy different specifications. For example, for grain and oil, supermarkets have a limited specification of 3.35L priced at 38.9 yuan, while small shops have a limited specification of 4L priced at 39.9 yuan. Compare for customers: actually, the small shop 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 cross-regional selling in the market and prices are chaotic, customers can't make money and won't stock your products again. Therefore, in price control, use iron-fisted measures. Whoever disrupts prices will have shipments stopped, ensuring the interests of every customer. Market cross-regional selling is usually caused by mistakes by secondary wholesalers. If you have few or no secondary wholesalers, the price system is basically stable. True price system management is built on fine channel management, directly serving terminal customers, reducing intermediate secondary wholesalers, flattening the channel, and directly reaching townships and even villages. Here, special attention should be paid to another issue: 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, let customers stock more from the service perspective. Distributors should proactively help adjust product structure based on small shop sales data. For example, if high-end products sell well in a small shop, increase the proportion of high-end products. If products with higher profits sell more, the small shop owner earns more. Providing terminal bosses with market information 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 service, 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 make money selling your goods. Distributors need to tell customers that selling your goods can make money. Through your brand advantages, promotional policies, and service management, make customers understand that selling your goods is indeed profitable. If this process is done well, you can naturally deeply bind customers and achieve growth. Are you "watching" me?