---
title: "Facing a Brand-New Brand and a Brand-New Region: How Can Distributors Achieve Rapid Distribution?"
description: "Speed is crucial in distribution, but many distributors rush into it without a clear plan, leading to incomplete coverage and subsequent sales issues. This article outlines eight strategies for rapid distribution, including prioritizing easy wins, broad seeding with focused cultivation, flanking from the periphery, leveraging strengths, combining old and new products, partnering with strong local distributors, persistent follow-up, and team-based distribution."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-11-13"
language: "en"
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# Facing a Brand-New Brand and a Brand-New Region: How Can Distributors Achieve Rapid Distribution?

> Speed is crucial in distribution, but many distributors rush into it without a clear plan, leading to incomplete coverage and subsequent sales issues. This article outlines eight strategies for rapid distribution, including prioritizing easy wins, broad seeding with focused cultivation, flanking from the periphery, leveraging strengths, combining old and new products, partnering with strong local distributors, persistent follow-up, and team-based distribution.

Introduction
"Speed is crucial in war." Many distributors often rush into distribution without a clear plan, a classic case of "legs faster than brains." As a result, they not only fail to complete distribution quickly but also create sales problems for the products already distributed. Speed does not mean haste. Before rushing into distribution, distributors can consider the following approaches.

Facing a brand-new brand and a brand-new region, how to achieve rapid distribution is a major concern for distributors. There are eight strategies for rapid distribution:

Strategy 1: Easy first, then difficult; inch by inch.
A distributor's resources are always limited, and product distribution inevitably involves the company's manpower, money, and materials. Therefore, distributors cannot simultaneously cover all their regions comprehensively. If resources are insufficient, a full-scale distribution may result in all regions being covered but none achieving their goals.

In such cases, distributors must adhere to the principle of "doing nothing in some areas to achieve something in others." After comprehensively evaluating their resources, they should determine their distribution targets, focusing on the most promising or easiest channels and regions. Concentrate resources on these areas to establish the first batch of base areas, temporarily setting aside less promising regions and channels. Once the first batch of bases is successfully established, consider developing the second and third batches.

Strategy 2: Broad seeding, focused cultivation.
This strategy may seem contradictory to Strategy 1, but it is based on it. Once a distributor identifies target base areas, they should concentrate resources and go all out, adopting a "crop-dusting" approach in the target areas, conducting comprehensive customer visits, and cooperating with interested customers.

During the process, identify target customers for focused cultivation. This strategy is mainly aimed at wholesale market customers. Sales personnel need to conduct a comprehensive visit to all customers in the wholesale market, distributing product brochures, maximum distribution price lists, and sales personnel business cards, ensuring all customers receive product information.

Some customers will express interest in cooperation. Sales personnel should seize the opportunity for key negotiations, achieve cooperation, and provide focused cultivation and support. "Broad seeding" helps identify potential target customers and also creates awareness for later redistribution in the wholesale market.

Strategy 3: Flanking from the periphery; isolated enemies are easy to overcome.
Many distributors' brands need to enter regional KA (Key Account) stores for sales, which involves entry negotiations with KA buyers. According to the working methods of KA procurement staff, they will inevitably be picky in the early stages of negotiations, setting high bargaining chips: ruthlessly telling distributors, "We absolutely won't consider your brand," demanding exorbitant entry fees, high rebates, and expense support.

This is the professional habit of procurement personnel; their duty is to obtain more fees, lower prices, and better terms for their bosses.

Therefore, distributors should carefully prepare and repeatedly negotiate with such customers, while simultaneously negotiating entry with their competitors or surrounding chain stores. By quickly achieving distribution, promotions, and product displays in competitor and surrounding stores, they can encourage KA stores to accept the product. This step should be handled by professional KA sales personnel who can persistently negotiate with KA buyers, requiring endurance and methods.

Strategy 4: Leverage strengths, avoid weaknesses; combine forces.
Distributors should determine which products are suitable for which channels, which products complement each other, which products can boost sales with low margins, and which products can enhance brand image, based on regional market characteristics, product positioning, and competitor situations. After careful analysis, different product combinations can be set.

For example, for traditional channels, develop a product combination with reasonable distribution policies to increase acceptance.

For single channels, consider a "T-shaped" distribution model with competitive products leading the way, achieving distribution quickly and making customers feel products sell fast, creating better opportunities and lower transaction costs for subsequent reorders.

It is recommended that distributors and manufacturers' sales personnel determine this together, as manufacturers have better product positioning and can even tell distributors which products sell quickly in which channels in the relevant region, avoiding overly subjective product combinations.

Strategy 5: Use the old to welcome the new; rely on the strong to support the weak.
Many distributors have operated in their regions for years and hold one or two strong well-known brands. These are the best channel resources for distributors, which should be fully utilized to achieve rapid distribution of new products.

There are many methods, such as directly using current mature well-known products to bundle new products for distribution, prompting customers to accept them.

For example: use mature products as prizes for new product distribution incentives; force new products into distribution contracts with downstream customers, leveraging the distribution rights of well-known brands to encourage downstream customers to distribute new products.

Strategy 6: Strong cooperation, indirect control.
If there are many powerful local distributors in some of the distributor's sub-regions, with rich local channel resources and sales teams, the distributor should consider how to utilize and share their resources to achieve "backdoor listing" of products in that region as soon as possible.

To this end, distributors should proactively offer these local distributors favorable cooperation terms, such as pricing, incentive policies, and expense support, to increase their enthusiasm and prompt them to fully utilize their resources for rapid distribution. Some distributors may be confused: "Wouldn't I lose this regional market and lose a lot of profit?"

Of course, cooperation alone is not enough. Distributors' sales personnel should use assistance in developing and maintaining customers as an entry point to grasp customer resources. Distributors must not sleep soundly at home just because distributors' sales are growing rapidly. They must identify the key growth points and key customers; otherwise, they may wake up to find their distribution rights have "fallen" into the hands of distributors.

Strategy 7: Once, twice, and again.
Is this a strategy? In fact, "once, twice, and again" is the most sustainable and effective distribution strategy. Many well-known companies have implemented this successfully. During distribution in a region, distributors must establish a comprehensive customer visit card, detailing customer name, phone number, products purchased, objections, and visit results. After each round of distribution, summarize, analyze, and archive the data.

There are two purposes:

First, fully understand and analyze information on customers who did not accept distribution, enabling timely and more effective continuous visits and follow-ups.

Second, promptly revisit customers who purchased only a small amount of products to understand sales and increase product categories and quantities as appropriate. Many distributors do nothing after one round of distribution, leading to downstream customers wanting to sell the product but having no stock, and some customers abandoning sales due to lack of maintenance and support.

Therefore, distributors must establish customer files during distribution and require the sales team to conduct repeated visits and follow-ups based on these files, ensuring the sales channel is truly established.

Strategy 8: Team distribution; popularity wins.
For new product distribution, it is best to adopt a team approach, i.e., recruit temporary personnel or concentrate all sales personnel in one region for a phased distribution action.

The distribution team should have unified uniforms and scripts, plan routes, and prepare abundant promotional materials. At each market or street, they should leave an impression of passion and momentum. This impression quickly boosts customer confidence and stimulates agreement to trial the new product. Therefore, distributors should train a temporary distribution team before distribution, rather than having individuals work alone without enthusiasm.

**-END-**

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