---
title: "Don't Panic After the Holiday: 6 Devilish Details Successful Salespeople Keep Secret"
description: "The holiday is over, and you may still be adjusting to work. This article outlines six essential tasks for liquor salespeople to handle in the first week back, including prioritizing tasks, understanding market dynamics, checking distributor status, updating promotional materials, following up on payments, and preparing for the Lantern Festival."
author: "微酒团队"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2017-05-02"
language: "en"
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# Don't Panic After the Holiday: 6 Devilish Details Successful Salespeople Keep Secret

> The holiday is over, and you may still be adjusting to work. This article outlines six essential tasks for liquor salespeople to handle in the first week back, including prioritizing tasks, understanding market dynamics, checking distributor status, updating promotional materials, following up on payments, and preparing for the Lantern Festival.

The holiday is over. Are you still not fully focused on work after the lazy holiday time? Are you overwhelmed by a pile of things coming at you?
What important things need to be done in the first week of work, and how can you make everything orderly?
Let's sort it out together. Here are six things that excellent liquor salespeople must do after the holiday!
> **First thing: Clarify your thinking and prioritize tasks**
When you return to the market, various things come at you. For example, the distributor needs to pay the monthly task payment, some terminal expenses haven't been declared, the store sign promised to a customer needs to be arranged with an advertising company, the wholesale department's stock needs replenishing, the monthly market work report needs to be written, and you need to invite some core customers to dinner. These sudden things catch you off guard!
At this time, what you should do is not do this and that, but calm down and divide things into four categories: urgent and important, urgent but not particularly important, important but not urgent, and not urgent and not important.
**Principles for doing things:**
**1. Do urgent and important things first;**
**2. Do urgent but not particularly important things;**
**3. Do important but not urgent things next;**
**4. Finally, do not urgent and not important things**
**Urgent and important things:**
**1. The distributor needs to pay the monthly task payment**
**2. The wholesale department's stock needs replenishing**
**Urgent but not particularly important:**
**1. The store sign promised to the customer needs to be arranged with an advertising company**
**Important but not urgent:**
**1. The monthly market work report needs to be written**
**2. Some terminal expenses haven't been declared**
**3. The monthly market work report needs to be written**
**Not urgent and not important:**
**1. Need to invite some core customers to dinner**
Once you simply categorize things, you will understand how to proceed, making work not only efficient but also orderly.
> **Second thing: Go deep into the front line to understand market dynamics**
After the holiday, conduct a round of visits to key customers in the region, mainly to understand the market performance of our products during the holiday, including product sell-through, actual terminal transaction prices, terminal payments, and salesperson visit rates.
Secondly, also pay attention to the performance of competing products at the same price point, such as their sell-through during the holiday, terminal transaction prices, consumer promotions, and outlet coverage.
Through market visits and research, compare the performance differences between our products and competitors, summarize the advantages and disadvantages of the products, and lay the groundwork for overall market planning.
> **Third thing: Understand the distributor's current situation to ensure market operation feasibility**
After the holiday, focus on the distributor's inventory and terminal payment collection to avoid situations where market operations have plans but cannot be executed due to financial pressure.
If the distributor has large inventory and slow capital recovery, the first thing to do is help digest inventory, and then everything else will follow. Secondly, also pay attention to the distributor's internal management issues, such as whether there are changes in sales staff after the holiday, whether visits and development can keep up, whether delivery is timely, and whether key areas have dedicated personnel following up.
> **Fourth thing: Timely replacement of promotional atmosphere**
When you buy a product because of a promotion and find out after buying that the promotion has expired, I think you will feel "cheated" and no longer pay attention to such products.
Similarly, if the liquor promotional activities during the Spring Festival have expired or changed, you should promptly organize sales staff to replace promotional posters to avoid misleading consumers and affecting the product image.
> **Fifth thing: Pay attention to payment collection and follow up in a timely manner**
For customers who did not pay back in time before the holiday for some reason, follow up promptly. Communicate a few days before the agreed payment date, explaining the pros and cons, to avoid customers making excuses like "not ready" or "later" that cause payments to be delayed repeatedly.
Secondly, you can check inventory to understand the actual sell-through situation, avoiding some customers deliberately delaying payment. If the customer indeed has slow sell-through and large inventory, you should promptly recover some inventory products to reduce the risk of bad debts.
> **Sixth thing: Replenish and exchange goods to prepare for the Lantern Festival**
While conducting market follow-up visits after the holiday, focus on the actual sell-through of customers to lay a foundation for the next festival.
For customers with good sell-through after the holiday, continue to provide sales incentives and guidance, and replenish and push stock in a timely manner.
For customers with average sales, understand the reasons for slow sell-through and prescribe the right remedy.
For example: add small policies to solve the problem of customers not wanting to promote due to low profits; replace low-price products to solve the problem of terminals selling low-price items well but not high-price items; appropriately carry out consumer promotions to solve the problem of terminals finding it difficult to sell.
**Source: Micro Wine**
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