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【Five Observations】

  1. Observe Display: Check the size of the shelf space, whether the display is standardized and neat, and whether POP materials are in place.
  2. Observe Sales Staff: Assess the appearance, professionalism, and attitude of the sales personnel.
  3. Observe Promotions: Focus on the process of promotional activities, such as whether the stack display is reasonable and the contribution of individual products.
  4. Observe Products: Check if the product line is complete and whether there are any pricing irregularities.
  5. Observe Opportunities: Look for opportunities to increase sales through promotions in the store, and actively communicate with the store manager to seek effective positions or floor stacks.

【Eight Questions】 After observing, you should have a general understanding of the store. Now, ask:

  1. Ask About Sales: Inquire about sales figures from sales staff and store management, as well as from consumers or competitor sales staff. All our efforts are aimed at generating better sales.
  2. Ask About Products: Ask about the launch of new products, any other new product activities in the store, and whether there are damaged or defective products.
  3. Ask About Promotions: What terminal activities have been carried out recently? Were they executed, and what were the results?
  4. Ask About the Store: Are there any single-store activities or support policies from the store?
  5. Ask Consumers: Ask consumers about their views and usage of the products, especially for new products. Understanding consumer experience can provide valuable information.
  6. Ask About Barcodes: How many barcodes are currently in use? Are there any locked barcodes? Is the supply sufficient, and do we need to replenish?
  7. Ask About Relationships: Does the store value the company? Are the sales staff on good terms with the store? Are relationships with similar sales staff good?
  8. Ask About Training: First greet the sales staff to increase their sense of belonging. Then assess their knowledge of professional expertise, observe their demonstration actions, and identify any shortcomings. Lead by example and provide hands-on guidance.

【Four Checks】 After asking, you should have a comprehensive understanding of the store. Now, review what we lack and what needs improvement. When will we reach the desired level? We need to check:

  1. Check Sales Data: Include sales data for best-selling and slow-moving products, recent themed activity sales, and new product sales. For best-sellers, avoid price irregularities and maintain a certain advantage. For slow-movers, try to avoid locking barcodes and utilize shelf space, special offers, and gift resources.
  2. Check Inventory: How much stock is available? What is the shelf situation? Are there any out-of-stock items? For large inventory, find ways to reduce stock immediately to avoid returns.
  3. Check Promotional Materials: Are gifts being distributed? Are promotional materials properly stored? Are the company's promotional materials in place?
  4. Check Sales Staff Reports: Are reports being made? Is the weekly sales report submitted every Monday? Are company documents or product manuals available? Track the sales dynamics of recent activities, ongoing promotions, and competitor sales data.

Through these checks, we can fully grasp store information, formulate the next action plan, and make reasonable work arrangements. Step by step, do every task diligently. Store sales will improve, and your relationship with the store will get better. If you follow this, you will succeed; otherwise, you will fail.

【Ten Key Points for Point of Sale】

  1. Product: Is the shelf combination (especially the main selling models) up to standard? Is the distribution depth and width adequate? Is the product display in line with standards, such as special price counters, main push counters, and flagship counters?
  2. Price: Is the retail price implemented according to standards? Do retailers understand the product profit? Are there any market price irregularities?
  3. Location: Is the special zone or counter in the first position, achieving the highest attention rate and maximum customer flow? Are there second or third display points in the middle island counters, outdoor areas, or other locations?
  4. POP: Are there any phenomena that damage the LOGO and brand image? Are there model machines, color pages, table cards, product/promotion posters for main models? Have POP for discontinued models been cleaned up? Are there tents, umbrellas, promotional booths, stack displays, hanging flags, and other material support? Are there self-made POP images covering the storefront, pillars, windows, cashier desks, parking signs, etc., such as KT boards, photo prints, aluminum-plastic panels, spray paintings? Are there explosion stickers/hot sale stickers/promotion stickers/special price stickers/new product stickers in the counter? Are the lightbox films and other OPO for flagship models replaced promptly, such as VIBEX lightbox films?
  5. Key Tools: Are there exclusive demonstration resources for certain models? Are there earphones and earphone hooks to demonstrate sound quality to customers at any time? Are the demonstration props for main push models utilized? Are there other flexible and helpful key tools, such as sales ledgers, warranty cards, receipts, and computers for downloading software?
  6. Main Push: Does the key person in charge of the terminal recognize the profit policy for main push models? Does the key person have a clear or preferential incentive plan for their sales staff? Do the store sales staff understand the selling points of main models and meet sales skill standards?
  7. Inventory: Is the inventory turnover for main models reasonable? Does the turnover rate match the requirements for cities, counties, and townships? Is the inventory turnover for discontinued models reasonable, and how should it be handled?
  8. Store Staff: Do the store staff have adequate product knowledge and familiarity with main model selling points, which can be deepened through training? Are their sales skills up to standard, which can be improved through training? Is their work status good, and can they drive the atmosphere of the store's sales staff, which can be improved through assessment, management, and communication?
  9. Periodic Promotions: Are there promotional activities for weekends and holidays, with special policies and gift support (in the OPEN market, weekend and holiday sales are 2-5 times higher than usual, so focus investment)? For cities and counties: carry out targeted promotions for store openings, anniversaries, and other opportunities. For townships: carry out targeted promotions for market days, temple fairs, and other opportunities.
  10. Competitor Information: Pay attention to the selling points, prices, and policies of competitors' new products and main push models. Pay attention to competitors' promotional activities. Pay attention to competitors' business conditions, organizational structure, and personnel. Pay attention to competitors' sales, especially the sales of TOP customers.

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About Us: WeChat Name: FMCG Distributor Professional Consulting Management Account Introduction: With 20 years of experience in FMCG distributor operations and management, we specialize in distributor internal management: We understand distributors better than manufacturers, and we understand internal management better than distributors. Senior marketing experts help your business grow.

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