Five Combination Tactics to Close Terminal Orders at the Last Moment

Introduction to Terminal Sales Combination Tactics There are already many precedents in marketing theory for frontline sales tactics, such as the popular and practical FABE method (Feature: what characteristics does your product have; Advantage: what advantages do these characteristics bring; Benefits: what benefits can these advantages bring to customers; Evidence: provide evidence to customers), and the AIDA method (A: attract attention or desire with POP, sound, or crowd scenes; I: arouse customer interest or need; D: facilitate customer choice or decision; A: facilitate customer action or purchase). However, these sales models are more suitable for one-on-one selling to consumers or end-user decision-makers. Sales is a behavior that occurs here, now, with this person, and in this situation. Selling to distributors, to hypermarket buyers, and to small and medium terminals requires different methods due to different targets. For selling to small and medium terminals, all clever tricks fall within the following five tactics. The various techniques described in previous articles in this series are all contained within them. Combination Tactic 1: Breaking the Ice. Before selling, always close the distance with the store owner and eliminate wariness to win the opportunity to sell. Combination Tactic 2: Introducing Work Objectives. Whether you are here to sell goods or negotiate display agreements, always clearly state your purpose and arouse the other party's interest. Combination Tactic 3: Handling Objections. Sales begins when the customer says "no." Customers always have various excuses to refuse; how to resolve them. Combination Tactic 4: Profit Story and Security Building. Making customers feel they will not lose money and will definitely make money is a necessary method to dispel customer concerns. Combination Tactic 5: Finally, close the deal and achieve the sales goal. Terminal Sales Combination Tactic Model 1: Breaking the Ice Core idea of the ice-breaking model: On first meeting, do not start selling as soon as you enter the door. First, break the ice with service to gain communication opportunities, then build trust and customer relationships, and sales will naturally follow.

Break the ice with attitude: Introduce yourself, say you are here to visit, not to sell. Act according to circumstances. If the boss is busy, do not disturb and annoy them. Either help the boss with some work (e.g., if the boss is moving goods, help move goods), or say, "You go ahead and be busy; I'll look at my products and not disturb you..."
Break the ice with products: When the store owner hears that several products in the store are from your company, the relationship will be much closer...
Break the ice with acquaintances: When the terminal boss hears that you are familiar with the delivery distributor, they will immediately change their attitude...
Break the ice with promotional materials: "Today I brought you some promotional materials..."
Break the ice by asking about complaints and follow-up service quality: When the store owner hears that someone has come to handle leftover issues, they will definitely treat you as a friend, not a salesperson...
Break the ice by handling complaints/warning about defective products (help exchange them, or put them in front to sell first) and abnormal prices ("Your store has two five-pack prices lower than surrounding stores; you can raise them appropriately to earn more"):
Break the ice with service process: Emphasize that we are here to serve: "Whether you want goods or not doesn't matter; we are not just selling goods. From today, our factory will conduct regular periodic visits to terminal customers, about once a week. If you have any service issues (such as delivery, evaluation, agreement fulfillment, product exchange, etc.), you can complain at any time, and we will solve them immediately. We mainly do the following work..."
Facing the "nail household" boss who refuses: Do not rush to sell; give both sides a way out. "It's normal that you don't want goods at first. I'll come a few more times, and once we trust each other, you can order goods then."
How to break the ice with nail households who don't stock up—a clumsy but effective method: ※ Be clear: The store may not be interested in new products, but they are definitely interested in making money! The more unfamiliar the customer, the more their refusal is a false appearance. Go a few more times, find the reason behind their tough attitude, and the problem will be solved... ※ Take the initiative: Do not believe customers' excuses and lies: "no money," "no space," "boss is not here," "off-season, can't sell," etc. are all excuses. Never believe customers will come to you! You must take the initiative... ※ Set visit goals, take small steps, and keep moving: Set a small advancement goal for each visit. Achieving this goal is victory. You won't be flustered, and the customer won't feel too "oppressed"... ※ Facing "boss is not here": First, do not be intimidated by large stores. You can "ask for the boss's phone number," "communicate in writing," "visit multiple times," "find an insider to relay messages," "get introduced through acquaintances," "let this boss introduce you to new bosses, turn customers into employees"... ※ Visit multiple times, soft rope grinds hard stone: "If you don't let me sell, can I give you a business card and get to know each other? Can I give you two small gifts and leave? Can I put up a poster for you? Can I handle a complaint for you? Can I wipe your shelves for you? If it rains, can I help you move goods back into the store? If that's still not possible, can I eat lunch at your store, buy a pack of cigarettes or a rag, and chat?" A smiling face is never hit; there is nothing wrong with me providing service! One day you will give me a smile and a seat and discuss stocking issues with me. As long as you are willing to talk, I have ways. What concerns do you have? I'll solve them. Try a small order...
New method: Chisel cracks to break thick ice. What if a salesperson encounters a "turtle" who is impervious to all the techniques learned before, and the other party still rejects them? Too thick "ice" cannot be broken at once. You need to find cracks on the ice surface during visits and chisel at them. Recommend the following new methods:
The more humble a person's status, the more they care about respect from others: Record customers' birthdays, store anniversaries, renovations, moves, weddings, funerals, and other "big days." Show a little gesture then, even a text message, can enhance your customer relationship. This method seems simple and tacky, but it is especially effective for small and medium terminal store owners. Remember: the more humble a person's status, the more they care about respect!
Flatter accurately (MP): Flattery is spiritual anesthesia; everyone enjoys it, no one is exempt. But flattery must be professional. Otherwise, it increases wariness—"unprovoked kindness hides evil intentions." The core technique of flattering customers is "catering to their preferences"—everyone has their proud points, which are what they truly need to be recognized (flattered). Prepare material in advance. Salespeople should observe and secretly record what terminal bosses like. Paying attention everywhere is knowledge. So if flattery hits the right spot, one sentence is worth ten thousand. For example: ※ Some terminal bosses consider themselves high-quality and not like the surrounding small bosses: Flatter with "On this street, you are the only boss who dares to sell high-end goods. For promoting high-end new products, I definitely have to find you..." ※ Some terminal bosses pride themselves on having many connections to pull in group purchases. Say, "Brother, with your years of experience and connections in the state-owned sugar and wine company, you opened your own supermarket, and your approach is different from others. How you make money, other bosses may not understand. Only I, who have dealt with you for a long time, understand a bit..." ※ Some small restaurant owners are especially proud of being senior good chefs, and their restaurants have tasteful food. They like to hear, "Brother, others may not be confident, but you should be. Other restaurants hire chefs who come and go. Here, your signature dishes are made by you, the gold-medal chef. The location is good, the food is distinctive. Customers come for your food, not the wine. What wine you sell depends entirely on your recommendation..." ※ Some bosses are especially proud that their son attends a prestigious university. Say, "Oh, you are blessed to have a son at a prestigious university! I work this job to earn tuition through work-study, but my school can't compare to your brother's..."
Talk about the people, things, and topics the owner cares about: What is the owner's recent excitement? A football match? A son's college application? House demolition? A pet dog being sick? Will a new store next door steal business? Pay attention, prepare some conversation topics, and find opportunities to bring them up, like "I just got into college and am working during the holiday to earn tuition," "There is a sheepdog in our courtyard that went to the pet hospital for a cold, was misdiagnosed, and died"... Communication with resonance brings business naturally. This is the meaning of "make friends first, then do business."
Customers are not good or bad, just different, so "scheme carefully and teach according to aptitude": Terminal sales reps face hundreds of small and medium terminals at once. Be a mindful person. Collect and record the customer's "big days," their long-time proud points, and their recent concerns/people/topics mentioned earlier. These materials are the cracks on the ice surface. Chisel at these cracks, and you will hit the mark. Additionally, "customers are not good or bad, just different," so different customers require different communication strategies: It is recommended that salespeople classify terminal bosses' personality traits and write codes on customer cards: for example, draw a copper coin for customers who like small gains, a wine glass for those with a strong gangster aura, and a smiley face for kind-hearted old ladies. Remind yourself to "teach according to aptitude" during communication. For customers with a strong gangster aura, make them feel respected, flatter their proud points, and make them feel you are seeking advice or help, not persuading them. For customers who like small gains, do not give them promotional policies directly; let them "take advantage" to get them. For kind-hearted old ladies, just rub your hands, ears, and stomp your feet at the door and say, "It's too cold, Auntie, let me warm up here," and you will win a communication opportunity. Business is not only done at the negotiation table; 365 days a year, every day is a business opportunity. The key is to scheme carefully and plan in advance. Terminal Sales Combination Tactic Model 2: Introducing This Work's Objectives Terminal sales is not necessarily about selling goods; this visit's goal might be display improvement or agreement signing... Whatever the goal, salespeople must clearly introduce the "purpose" of this visit and highlight the benefits to the customer to win their interest and approval. First, analyze a few failed examples of introducing work objectives: Case 1: "Boss, you sell my beer, but my beer is not on the counter. Let me go in and arrange it." Analysis: The boss thinks, "It's my store and my counter. I'll put whatever I want. Why should I put your beer? Besides, my counter space is small; I want to put high-value, high-profit liquor..." Improvement suggestion: After entering the store, first replace the old posters, tidy up the empty beer bottles, and wipe the shelves so the boss feels you are truly here to serve. Then act according to circumstances and say, "Boss, the counter is the face of our store and represents its image. I've wiped the shelves clean. Let me help you tidy the counter too. If you arrange it neatly, you can free up space for a few more varieties." "The display bottles on the counter are for display, and they often become stale if you don't pay attention to dates. Let me check and put the outdated ones on the counter to sell." "Boss, it's almost New Year. Our company printed posters specifically for the New Year with a calendar and 'Congratulations and Wealth.' Let me hang a few lanterns in your store to make it festive."—You are helping the boss, so the boss will accept, and then you have the opportunity to "act." As long as you have the chance to act, you can gradually squeeze out more display space for your products. (Note: Do not try to grab display space all at once; it can easily cause resentment. Implement step by step, gradually encroaching.) Case 2: "Boss, our company requires us to check inventory when visiting customers. I need to go into your warehouse to look." Analysis: Same as above, the boss feels you are invading his territory and interests... Improvement suggestion: "Boss, last time I saw your goods, there were three boxes with half the shelf life gone. I helped you move them to the door to sell first. What happened to them? Did you sell them, or did you move them back carelessly? Let me go to the warehouse and check for you. It's fine, it's my duty. I must watch the production dates. If I find something wrong, I have to help you think of a way to digest them. Otherwise, if they become expired, it's hard for both of us!" Case 3: "Boss, we gave you the display cabinet to display and store our beverages. Why are you putting meat and vegetables in it?! I'm going to take them out! Please cooperate with my work." Analysis: Not only does the boss feel you are invading his territory and interests, but the salesperson's words are also unpleasant, blatantly asking the store owner to "cooperate with your work," as if you are the leader! Put yourself in the boss's shoes. How would you react to such sales language? Probably one word—"Get out!" Improvement suggestion: "Brother, my God, why did you put meat and vegetables in the beverage cooling display cabinet I gave you? If the company inspector sees it, they will definitely deduct my salary. Even if you don't pity me, you should care about your own wallet. You paid a deposit for this cooling display cabinet. Now you put meat in it. First, the moisture will rust the galvanized pipes. Second, it will block the air holes. If problems occur later and I ask the company to repair it, they will check and say it's not under warranty, and they will deduct your deposit. What will we do then? Besides, if beverages and meat and vegetables are in the same cabinet, the beverages will smell like meat. Who would want them?" Case 4: "Boss, hello, I am a salesperson from XX Company. First, thank you very much for your continued support. You have sold our products for many years and are our excellent customer. On the occasion of the New Year, to reward our excellent customers, our company has launched a new product package. May I take a few minutes of your time..." Analysis: This is obviously a sales script written by a manager who has never been on the front line, behind closed doors. The sales rep would not even have the chance to finish this pile of nonsense before being kicked out—clearly here to sell, but pretending to be humble! The same scene often occurs when China Mobile or China Unicom customer managers call VIP customers, talking for two minutes of polite greetings without getting to the point. Which VIP customer has time to listen to your nonsense? The result is often either hanging up or shouting, "Just say what you want! What discounts? Deposit for calls or free phones?" Improvement suggestion: Better to be simple: "Boss, hello, your store is missing a product..." Or "New product launch, first round of distribution, limited-time promotion..." Case 5: "Boss, let me recommend our company's new anti-hair loss shampoo with a pure natural formula, developed at great cost... We are a listed company, ISO9000... We won a national certification and award... Our market investment..." Analysis: The boss does not buy products for personal use. He may not be interested in how your product is, how your company is, or even your market investment. He might coldly reply, "This product is too expensive; I'm not interested." Improvement suggestion: Remember, the boss buys goods, not products—think from the terminal owner's perspective. He cares most about commercial interests, not the product itself. If he says he's not interested, say jokingly, "To be honest, I'm not interested in this anti-hair loss shampoo either. Look at my hair; it's fine, not a single strand falls. But are you interested in making money? Price doesn't matter; you buy high and sell high. The key is what it brings you." Then start telling the profit story... Using cases to illustrate, I want to tell everyone that introducing sales work objectives must follow two principles:
Be brief, clear, and proficient: We talked a lot about ice-breaking methods, but it is definitely not about verbose polite phrases and standard scripts. No one is a fool; store owners have no patience to listen to you beat around the bush.
Put yourself in the store's shoes and see what benefits your work goal brings in their eyes. Change "I want to do this and that" into "Your store needs this and that; I am here to serve you." It is about giving you benefits, helping you solve problems, and helping you improve business, not about selling you something, and certainly not about asking you to "cooperate with my work." The third article in this series, "What I Sell You Is the Product Your Store Is Missing," is a typical example of changing "I want to do" into "Your store needs." Key points are reviewed as follows:
Analyze from the perspective of your store's product functions and surrounding consumer needs: your store is missing my product.
Your store lacks products in this price band, and lacks products with this high/low image price.
Your store has insufficient variety in a certain category/price band, and consumers have limited choices; you need to supplement.
Reference system analysis: Let me give you our best-selling product to try; to maximize sales opportunities for your bestsellers, you need to carry related products (e.g., if men's SOD sells well, consider adding men's hand cream) and new specifications of the same product (different packaging forms and capacities).
Master Kong takes up too much proportion in your store, which is unfavorable to you. If you stock our Uni-President products, you can balance the supplier structure.
According to safety stock analysis, you should stock these products. We must trust numbers and science. Terminal Sales Combination Tactic Model 3: Handling Objections The "ice-breaking" tactic allows us to win communication opportunities; the "work objective introduction" tactic clearly introduces this work's goal and arouses customer interest. Most customers will not compromise easily, nor will they remain noncommittal. They will have various concerns. Customer objections are a good thing—it means they are interested (if the customer just responds with "uh-huh" and does not raise objections, it only means your ice-breaking failed). The third tactic of terminal sales is to dispel objections. There are four principles for handling customer objections:
Never argue with the customer. Whatever objection they raise, respond with "Yes, yes," "I understand, I understand," and then continue along that topic. Arguing with customers is the stupidest behavior.
Always think ahead of them. We should be able to guess what objections customers will raise. We can brainstorm and summarize them in advance, and write and memorize answers in advance. Why is it said that "the buyer is not as smart as the seller"? Because sellers think every day: What questions will customers ask? How should I answer?
Preemptive concern method: If you know the terminal owner will definitely have a certain concern, do not avoid it (if the customer raises the concern first, you become passive). Instead, proactively raise the concern yourself, and use a tone that minimizes the issue, making the terminal owner feel that "this difficulty is normal and minor, and can be resolved."
When summarizing scripts, do not be fanciful. Pay attention to using the sales tools we learned earlier: "profit story," "make customers feel safe that they won't lose money," "analyze product structure and sales opportunities," "use herd mentality to sell," "preemptive concern method," "don't argue with customers," "yes, but" (the 'yes, but' communication method will be explained in detail later), etc. These principles are simple and can be seen as common sense, so I will not waste ink on preaching explanations here. But although common sense is simple, mastering and applying it is not easy. Here are examples for practice and reflection. Case 1: Customer objection: "It's December now; it's cold, beer and beverages don't sell well. My small supermarket in the town doesn't have much volume. I won't stock up this time." Answer: ※ "Yes, yes, it's normal to worry that cold weather hurts sales. But don't forget the New Year is coming. Now it's popular to eat out during the New Year, and restaurants here allow bringing your own drinks, so you can still sell a lot of beer..." (Tools: don't argue, analyze product structure and sales opportunities) ※ "Yes, yes, it's normal to worry that cold weather hurts sales. But the New Year is coming, and young people working outside are gradually returning to the village, so goods will sell better..." (Tools: don't argue, analyze product structure and sales opportunities) ※ "Yes, yes, it's normal to worry that cold weather hurts sales. But many households now have heating, and they can still drink beer and beverages with meals." (Tools: don't argue, analyze product structure and sales opportunities) ※ "Yes, yes, it's normal to worry that cold weather hurts sales. But in hot weather, people drink beer by the case, often low- and mid-priced beer. In winter, they drink one or two bottles with meals, and they are more likely to drink high-priced beer. So winter beer sales may be smaller, but you should still promote high-priced beer that makes money..." (Tools: don't argue, analyze product structure and sales opportunities, profit story) ※ "Yes, yes, it's normal to worry that cold weather hurts sales. But it's precisely in the winter off-season that we have such strong promotions. In the peak season, the policies are smaller..." (Tools: don't argue, profit story) ※ "Yes, yes, it's normal to worry that cold weather hurts sales. But look at the neighboring supermarket; their beer and beverage inventory is..." (Tools: don't argue, use herd mentality) Case 2: Customer objection: "I just renovated my store. Don't stick posters or arrange goods randomly in my store..." ※ "Yes, yes, brother, your store is indeed beautifully renovated. Random posters and displays would ruin it. But our display and poster work is strictly required by the company. Our standard is to promote products and increase sales without affecting the store's aesthetics. We are trained. Look at these standard photos of our visual merchandising. How about I try it according to the photo? If it's not good, I'll restore it? Let me first put one in a private room for you to see. If you don't like it, we won't put any more, and I'll take that one down too. I'll also do a cut-case display for you to see. If it's not good, I'll change it back. Rest assured, we won't stick anything without your say-so. I don't think you'll make me redo it; I just arranged a display for XX supermarket, and the boss was thrilled..." (Tools: don't argue, make customer feel safe they won't lose money, use herd mentality) ※ "Yes, yes, brother, your store is indeed beautifully renovated. Random posters and displays would ruin it. How about this: we won't stick posters on the walls, but we'll stick a high-end liquor poster on the back of each private room door. When guests come in, sit down, order food, and close the door, they'll see it. It also helps waiters promote products. Usually, when the door is open, the poster is not visible, so it won't affect your store's aesthetics..." (Tools: don't argue, profit story) ※ "Yes, yes, brother, your store is indeed beautifully renovated. Random posters and displays would ruin it. But the door sticker is on the glass door handle, and it also prevents guests from bumping into the glass because they can't see it. It's only for a while because the company is promoting a new product. After the promotion, we'll take it down. We are trained; we can remove the door sticker with warm water, leaving no trace..." (Tools: don't argue, make customer feel safe they won't lose money, we are here to serve) ※ "Yes, yes, brother, your store is indeed beautifully renovated. Random posters and displays would ruin it. But boss, I rode my motorcycle in the cold and talked for a long time, worked for a long time. You don't want new products, you don't accept old products, so I have no choice. I'm not capable, you are great, I accept my fate (showing weakness, joking). But you don't let me display goods, you don't let me replace old posters, and you don't let me do new displays. Did I do something wrong to offend you? Please criticize me..." (Tools: don't argue, yes-but communication method) Case 3: Customer objection: "Best-selling cigarettes are not enough to sell..." (Explanation: The tobacco industry is semi-planned economy. Tobacco companies grade customers based on their sales volume. The more slow-moving and non-best-selling cigarettes a customer sells, the higher their grade, and the more supply of best-sellers like Zhonghua they can get. Conversely, low-grade customers cannot get best-sellers.) ※ "Yes, yes, it's like this in the tobacco industry; best-sellers are always in short supply. Liu Laowu's store only got three cartons of Zhonghua this month." (Tools: don't argue, make customer feel safe they won't lose money, use herd mentality) ※ "Yes, yes, it's like this in the tobacco industry; best-sellers are always in short supply. Are your other non-best-selling cigarettes selling well? Not selling well either? Let me recommend a few that have been selling well recently. Place an order quickly. Once your non-best-seller sales go up, I'll help you adjust your grade, and you'll get best-seller supply." (Tools: don't argue, profit story) ※ "Yes, yes, it's like this in the tobacco industry; best-sellers are always in short supply. Are your other non-best-selling cigarettes selling well? Not selling well either? Well, you can only sell this much volume, so you're at this grade. Customers who only sell best-sellers cannot be upgraded. I can't give you best-sellers, but I can help you think of ways to adjust your grade. The store display... promotions... renovation..." (Tools: don't argue, profit story, analyze product structure and sales opportunities) The three examples above are authentic cases summarized by salespeople in the company, not examples to copy. There are hundreds of similar problems. For just these three problems, there may be dozens or hundreds of answers. I hope you learn the way of thinking: Once a product's price, packaging, and policy are determined, the problems and objections salespeople encounter at terminals are relatively fixed (nothing more than: new products may not sell, price too high, boss not here so I can't decide, can you give more policy, no space in the store for display, etc.). Since the problems are fixed, standard answers or relatively good answers can definitely be summarized. Memorizing by rote does not make a good salesperson, but only after solidification and rigidification can you optimize—memorizing reference answers in advance gives you ammunition, so you can improvise better on the spot—just like in school exams, you need to highlight key points, guess questions, and prepare in advance. All the techniques mentioned earlier in this article also embody this idea of preparation. Negotiation relies on preparation, even on memorization. When two armies face off, the outcome is already decided before the battle begins. How much say you have at the negotiation table depends on how much homework you did before. Terminal Sales Combination Tactic Model 4: "Profit Story": "Make customers believe they definitely won't lose money," "use herd mentality to sell" so customers pay "willingly," even "secretly glad." Now the ice-breaking has succeeded; you have won the opportunity and atmosphere for communication. The work objective has been clearly proposed, and the customer feels you are giving benefits and service. Customer objections have been resolved with prepared answers before they even spoke. You are getting closer to success. The final step to close the deal requires three actions: "tell a good profit story," "make customers believe they definitely won't lose money," and "use herd mentality to dispel customer concerns." These three actions must be used, even if the customer has already agreed to cooperate—it can make customers willingly and secretly glad they made a wise choice. The techniques for this stage were detailed in the third article of this series, "Tell a Good Profit Story from Multiple Angles," and the fourth article, "Help Customers Build a Sense of Security That They Definitely Won't Lose Money." Key points are reviewed as follows:
Tell profit stories according to preferences: In daily negotiations with store owners, emphasize product sales profit; during new store openings, emphasize profit/delivery convenience/damage exchange/visual merchandising tool support; for small and medium supermarket store managers and buyers, emphasize that other stores have already stocked and sell well (implying that if they don't stock, the boss may scold them); for well-managed small and medium supermarkets, help the buyer complete this month's headache-inducing assessment indicators.
Choose the right time and target for profit stories: Observe when the boss becomes "moved," then "add fuel to the fire." See who in the store cares most about profit and cling to them.
Calculate profit thoroughly from multiple angles: Profit is not just the unit profit from selling price minus purchase price plus promotional policies; there is also profit from gifts; special supply product price management helps protect unit profit; high sales volume generates total sales profit; high consumer single-purchase volume generates "customer unit price profit"; fast turnover generates "turnover profit return"; rebates generate "cumulative profit"; packaging returns generate "secondary profit"; handling fees for packaging returns generate "tertiary profit"; display rewards generate "stable profit"; promoting sales increases total sales profit; special agreements generate "agreement profit."
Benefits beyond profit: If your profit has no advantage, know how to step out and explain value beyond profit. My product can help you "bring in foot traffic," "bring in golden cow customers," "bring in price image," and "logistics service is good, no capital tie-up, no damage," etc.
I can help you increase profit: Help you move goods to generate new sales and new profit, help you change product structure to generate profit.
Let customers get a small advantage; they will feel profit is higher: Slightly adjust the promotion (e.g., lower the purchase threshold); "The promotion is about to end, but I applied for an extension for you; keep it confidential"; if that doesn't work, act like the product is in high demand: "Who is begging whom? My supply today may not even be enough to sell."
Rest assured, not only can you make money, but you definitely won't lose money: ※ Small order quantity, no capital tie-up, attract consumers; why not order a little to try? ※ Encourage trial sales; initial orders can be exchanged, zero risk. ※ Long shelf life, and exchangeable within six months; time is ample, and our new products usually succeed after a period of promotion. ※ We don't just sell you the product and forget about it; we have periodic services to help you move goods: I visit you every week; you can always find me if something comes up. My job is not to "make you order once" but to "help you sell more." If I get you to stock new products, I won't harm you. If you can't sell them, you'll come to me, and I'll be causing trouble for myself. ※ There are policies now; costs are low, so you won't lose money; risk is small. ※ In business, you need to act before others to get higher profits. ※ We help you with display, promotions, and advertising to move goods; let's sell together. ※ Analyze from the trade area consumer base, recent trade area changes, and product selling points: new products have a consumer base and sales opportunities in your store...
Use herd mentality to sell: First close the first store, first choose the store with the best relationship to distribute, show him the order from a store that has already ordered—"Others have ordered, they sell well, your competitor has ordered"... Terminal Sales Combination Tactic Model 5: Bargaining, Attacking Nail Households, Closing Orders, and Achieving This Sales Work Goal Ice-breaking has succeeded; both sides have the opportunity for in-depth communication. The salesperson's work objective is clear. Customer objections have been resolved. The customer believes this cooperation is beneficial, believes "at least no loss," "definitely can make money," and "others are already doing it." At this point, most customers are won over. A few customers still want to bargain; help the customer make the decision. Common communication models are as follows:
Help customers "make up their minds": Some customers are interested in cooperation but do not explicitly sign the order. They keep circling around details: Which product to order? Is the price policy and reward amount worth it? Should I sign a volume guarantee agreement or an exclusive agreement? How much to order? What if I can't sell it all? These customers are mostly women and novice businesspeople, indecisive due to lack of confidence. At this time, they need someone to help them decide. Methods: ※ Help them make the decision: Temporarily stop talking about the order, directly help them choose products, clarify prices, use herd mentality to tell them "Other stores on this street have all ordered," "Several stores in this community have signed display agreements," then infect them with your confidence: "I sell every day; I know what your store can sell..." Then directly write the order and ask them to sign. ※ Two-choice or multiple-choice communication method: This is common sense. Do not ask if they want goods; ask whether they want A or B, or ask which of our packages A, B, C, D, E, F they choose.
Adding fuel method: ※ Do not proactively announce promotional policies as soon as you enter. First check inventory and let the customer place a normal order. Then tell them, "You've already ordered over 140 yuan. Our rule is that orders over 200 yuan get a gift box reward. Why not add a few dozen yuan to get the 40-yuan gift box reward?" "You've ordered 10 boxes now. I suggest you order 18 boxes. Our company has a display reward policy: display 18 boxes and get 2 boxes free each month..."
High open, low walk: ※ Product promotion: first high, then low: First look at the store's product mix to determine what products are missing (see the third article in this series, "What I Sell You Is the Product Your Store Is Missing"), then "high open"—feint by promoting a higher-priced product. The other party will inevitably say, "Too expensive; my store can't sell it." The salesperson immediately uses herd mentality to tell them which stores of similar size are selling it. Finally, "low walk"—consider for the boss: "Sister, I understand that this product's price is a bit high and stressful. Let's not order it this time. I'll keep an eye on how those stores sell it, and we'll talk later. This time, I recommend a mid-to-low-end, affordable product from our company. It won't be hard to sell..." ※ Policy thresholds: first high, then low: Company policy is buy 12 boxes, get 1 box free (24 bottles), equivalent to 2 bottles free per box. The salesperson first "high opens"—tells the owner to order 24 boxes and get 2 boxes free. The owner can't accept it. Then tell him to order 12 boxes and get 20 bottles (smaller order, smaller reward). Finally, "low walk"—"call the supervisor to apply" for special treatment for old customers: reduce the threshold by half (order 12 boxes) but keep the reward the same (get 1 box free).
Setting hooks: ※ First put up posters, then sell goods: To promote new products, if the boss is unwilling to order, don't force it. Start using visual merchandising to "lure" consumers: first put up posters, hanging flags, standing signs, and lanterns of the product inside the store, on the outside wall, and in neighboring stores (as long as the boss lets you put up posters, he usually doesn't care which product's poster). Use empty bottles of the product to set tables in the restaurant, and use empty boxes to make a stack display in the hall... Consumers will definitely order it. If the store doesn't have the product, the boss will be at a loss. If the salesperson happens to be there, go to the next store, get a few bottles, and give them to the consumer, telling the boss, "We can't offend customers." The boss will definitely order. ※ First give policies, then sell goods: Owe the customer display rewards or purchase rebates? Empty bottles not collected? Consumer "buy one get one" prizes not redeemed? "Oh, sorry, we'll come and redeem them immediately—all converted into purchase payments." ※ First sell on credit, then sell goods: When distributing new products, terminals worry they won't sell and are unwilling to accept goods. Salespeople encourage distributors to sell on credit to familiar terminals. To prevent terminals from accepting goods on credit without pressure and not actively recommending, tell terminals: "The new product order of 10 boxes (new product) gets 2 boxes (best-selling old product) as a display reward policy. You must place the new product in a prominent position at the entrance. And for credit sales, no gifts are given at the time of delivery. Only after you sell the goods and pay in full, and we check that your display is qualified, will we give the gifts."
Yes, but! Customers always hope to get special treatment and a small advantage, making final small requests. Directly saying "no" is too stupid. Negotiation masters never say "no." Facing any challenge, they answer "yes, but"— ※ Buyers say: "Give me a special price support," "Give me expenses," "Give me an event." The salesperson should answer: "Yes, but we won't make money on this batch; you need to pay cash." "Yes, but you need to give me end-cap support." "Yes, but during my special price, competitors cannot have specials." "Yes, but you must allow me to have two temporary promoters for free." "Yes, but I'll pay half the expenses first, then promise you a guaranteed sales volume. If we achieve it, the remaining half is waived (because we created enough gross profit for you). If we don't achieve it, we'll make up the expenses."... ※ Small and medium terminal owners say: "Give me a replacement for the damaged one," "Fix my light box," "Make me a store sign," "Fulfill the display reward." The salesperson should answer: "Yes, but next time you must cooperate with the display." "Yes, but all the lanterns in your store must be replaced with our company's." "Yes, but put our empty bottles on the large glass window sill facing the street." "Yes, but only our posters can be on your walls." "Yes, but you must promise not to do a certain competitor." "Yes, but you need to order new products, even half a box just to display." "Yes, but you must ensure the new product inventory is not less than two boxes. This product can be sold; you'd better maintain safety stock."... "Yes, but" is the most classic bargaining technique. It also fits Chinese language habits—the real message comes after "but." Practice diligently; these four words are often used in daily life. For example, the wife says, "Honey, pick up the kids from school today." The husband answers, "Yes, but I won't hand over my salary this month." The nanny says, "I want three days off." The employer answers, "Yes, but deduct six days' pay or find someone to cover your three days." The vegetable seller says, "Cucumbers are one yuan a jin." The buyer says, "Yes, but throw in a jin of tomatoes." The son says, "Dad, buy me an electric carriage." The father answers, "Yes, but if Aunt Wang comes to play and stays late, don't tell your mother." Negotiation skills require regular practice to be used freely. In daily life, you also need a "fighting consciousness" to practice and become a negotiation master. The cost... maybe your wife and children will go crazy! Reply with the following keywords to categorize and read related professional articles: Sales Supervisor, Second-Tier Management, Regional Manager, Distributor Management, New Channels, City Manager, Competition, 2015, Manufacturer-Dealer Game, Product Stagnation, Terminal Visit Management, Route Management, Deep Distribution, Internal Management, Sales Skills, Profit Improvement, Recruitment, Distribution, Daily Management, Team Motivation, Trade Promotion, Sales Misconceptions, New Product Launch, Township Market, New Product Pricing, Sales Target Achievement, Forcing Orders, Market Visit Inspection, Baijiu, Beer, Sales Increase, Agency Products, Cross-Region Sales, KA, Terminal Visual Merchandising, New Market, Market Operation, Learning, Book Recommendations, Inventory Management, New Salespeople, Consumer Promotion, Execution, Old Products, Expired Product Handling, Model Market, Investment Attraction, New Media, Distributor Development, Performance Appraisal, Assessment, Annual Planning, Shopping Guide, Morning Meeting, Display, Transformation, Stock Pressure, Holidays, Distributor Cost Control, Channel Operation, Marketing Theory and Laws, Brand Truth, Order Meeting, Team Management, Training, Debriefing, Debriefing Report.