Method 1: Increase sales by helping stores organize their displays. Generally, BC-type stores are often located near farmers' markets. The owners usually lack professional knowledge and are mostly family members. Therefore, management is often informal, with family-style management, poor staff quality, and messy displays. Product selection lacks procedures and standards. Store management elements are unclear and not implemented. For these reasons, when we ask the owner to organize the displays, they usually welcome and agree, and the staff are also relieved. Of course, some staff or supervisors may disagree, mainly fearing that we might mess up other displays and they would have to clean up again, so they refuse. Therefore, explaining, asking, and giving assurances beforehand are essential. We generally follow these steps to organize displays: Step 1: After obtaining the owner's and staff's consent, we first draw a product display plan on paper to show them. We explain the purpose, intention, and reasons for the display, and ask for their opinions. Usually, they don't have many opinions because they are not professional and don't know what a good display looks like. So, if we can get their agreement on paper, the rest is easier. Also, it's important to explain while drawing why we arrange it this way and the benefits. We also hope they won't frequently change the display. This approach not only serves them but also serves our own brand. Step 2: Many of us only consider our own products when organizing displays. In fact, we should think from the store's perspective, considering what methods can generate more sales for the store, what displays can attract customers first, and which display is optimal. So, displays should not necessarily follow our company's requirements but should have a clear purpose: not for the sake of display or beauty, but to sell better, faster, and more. Also, avoid placing other products under ours, as this can seriously affect the store manager's view of you and your company, making you seem selfish and not considering the store's perspective. This could make you unwelcome. Importantly, you might not get another chance to organize displays in that store. So, clarifying the purpose and being careful are crucial. Step 3: When organizing displays, highlight your main brands and products. Besides basic arrangement, emphasize the month's key brands and products. Avoid displays without focus. Many suppliers or distributors handle many brands, sometimes dozens with hundreds of SKUs, but without a clear focus for sales reps, they tend to just make displays look good and full, neglecting key products. So, we advocate placing key brands and products in prime positions and expanding their display space. Step 4: Bring promotional aids when organizing displays. Promotional aids are meant to help sales. I often see sales reps with empty hands, just casually placing products, checking price tags, and wiping products. That's not enough. We need to attach attractive materials, and for new product launches, we need samples for trial. If you don't bring samples, it's hard to promote. In many BC stores, you might need to write a special price tag yourself. According to surveys, proper use of promotional aids can increase sales by over 20%. Step 5: After organizing, don't forget to invite staff or managers to "inspect." The purpose is not really for inspection but to satisfy staff and reassure managers, respect their opinions, and get them to speak well of you. Many don't understand why to invite inspection, thinking it might have negative effects, but it's actually a strategy. Step 6: Through organizing, we can quickly see shelf and warehouse inventory, then inform the buyer or owner about replenishment items and quantities. Usually, this replenishment process goes smoothly. Conversely, if you don't know inventory levels, buyers might think you're not serious and not considering their needs, leading to rejection or even returns. Step 7: Finally, we can identify sales opportunities. The goal of sales is to find opportunities in fierce competition. After organizing, you'll see which products sell best, what prices are suitable, what products are missing, and what promotions work. You can also learn about consumer groups and habits. After organizing, the next step is to maintain and optimize the display. How to effectively consolidate and counter competitors? Method 2: Build good relationships with store personnel. Some say that in China, sales is all about relationships; if relationships are good, sales will naturally follow. More companies now emphasize relationship management. However, many sales reps don't know how to do it well, thinking it's just gifts, meals, or entertainment. That's not entirely wrong but incomplete. In reality, true relationships should be built on professionalism, which is based on respect for customers, maintained through professional sales skills, management knowledge, and attitude. Customers always care about benefits and value, so make them feel you are serious, dedicated, and professional, that you are better in business or management, and can teach them methods to improve sales and profits. Only then will they respect and trust you, cooperate, and follow your "commands," since all relationships are based on commercial interests. Of course, relationships don't guarantee sales, but they are a good lubricant. Good relationships can boost sales significantly and are the best guarantee for maintaining displays and selling in products. Statistics show that good relationships can increase sales by over 29%. KA and A stores need relationships, but BC small stores need them even more. Without relationships, you might not be able to talk sales, sell in products, discuss displays, do promotions, or even get paid. In short, without relationships, everything you say might be empty talk, and everything you do might be in vain. Since relationships are so important for BC stores, where to start? I think from the following categories: First, build relationships with the owner. In BC stores, the owner usually has the final say, whether it's buying products, negotiating fees, promotions, flyers, or payments. So, building a relationship with the owner is essential. These owners are often not highly educated but are entrepreneurial and hardworking. They have experience and can see through tricks. So, the only way is to move them with dedication and impress them with professional methods. I often visit these owners with my managers, and they often say, "Your boss comes to the frontline directly, that's rare!" When they see me personally organizing displays, they are moved. The purpose is to show that our company is dedicated and that we pay attention to details. So, I always ask my managers to teach owners how to select products, manage categories, do displays, and run promotions. These are management and profitability issues that interest owners. If you can teach them, they will be satisfied and warm to you. Second, build relationships with the buyer or store manager. In BC stores, the buyer or store manager often controls purchasing and display positions. They can remove your products from shelves or boost them to the top. For example, they can give you the best positions, especially end caps, which are crucial in the era of volume. To handle them, I think the best way is to "buy" them. They are employees who need direct benefits—money. "Money makes the mare go." Link sales to rebates and give directly. "He who receives money, relieves disaster" is an old saying and a truth. This can bring unexpected results: best display positions, flyers, exchange offers, and disrupting competitors' positions. Of course, besides money, occasionally have meals, go to KTV, and build "feelings." Method 3: Match the right products to the right stores. Choosing the right products is crucial for sales, especially for BC stores with limited space and shelf space. Many suppliers fail because they don't understand the store's trade area and consumer base, leading to products being delisted or buried. This wastes resources for both supplier and store. Conversely, if you choose correctly, it's beneficial for both. Large manufacturers often require distributors to sell in all SKUs, but that should be a reference, not a rule. Most manufacturers classify stores by size (KA, A, B, C, D) but rarely by consumer characteristics. In reality, each consumer group has common traits. Only by selling in according to consumption habits can products convert to sales faster and more appropriately, increasing turnover. Here are some summaries based on consumer characteristics: First, for residential community stores. In residential areas, customers are mainly nearby residents, and their consumption is family-oriented. For example, they buy large packages of laundry detergent, over one liter, rarely small ones. Housewives are price-sensitive, comparing even a cent. They might go several streets away for promotions or wait a week. They also compare prices across stores and use store flyers. They are influenced by others' opinions and fear missing out. Hong Kong's ParknShop and Wellcome often hold weekend promotions targeting housewives, focusing on family packs. They tend to buy big, even if wasteful. Second, for student campus stores. The post-90s generation is described as trendsetters, independent, creative, and enthusiastic about entertainment and self-expression. They have different growth environments, thinking, lifestyles, and consumption habits. They spend generously, like trying new things, and have a sense of超前消费. Some think they focus on famous brands, but in my observation, they care about liking, not brand; suitability, not price. For example, Tempo mini tissue packs are popular among students; they don't think a dollar is expensive or consider saving money. Campus stores are usually small with limited storage. So, suppliers should choose small, exquisite, personalized, fashionable, even romantic products. If the school is far from big supermarkets, students buy daily necessities like buckets, basins, toilet paper, shower gel, and slippers nearby. But small items like sanitary napkins, cosmetics, and hair accessories, they might buy during weekend trips to supermarkets. Durable items like clothes are rarely bought on campus due to image and price. Method 4: Special promotions. BC stores can be strange. In the morning, you might see a very quiet store with no customers and few staff. You might think business is bad. But such stores are common, maybe over 70%. Some bosses who haven't done grassroots sales might not understand and might scold sales reps for not investigating, thinking such stores aren't worth investing. But they don't consider that these stores want to survive. The reality is that sales are not all-day but peak at certain times. Most of the time, staff are waiting, but when business comes, it's like a hive of activity. As sales reps, we must know each store's sales times and points. Promoting during these special times or points will yield better results; otherwise, you'll waste effort. How to promote in such special stores? First, special day promotions. Every store has special days like festivals, anniversaries, and weekends. On holidays, people have time to shop and are more relaxed and willing to spend. They might impulse buy when seeing others. Especially Chinese women. On holidays, people buy big, not small, because of gatherings and gift-giving. Family packs sell faster. Children's products are also hot; according to some baby stores, sales increase by over 60% during holidays, especially toys, clothing, diapers. Special day promotions aim to quickly boost sales, create profits, attract customers, and build brand. Methods include limited-time offers to create a sense of regret for others, bundling to satisfy bargain hunters, and gifts. Special prices, points, personnel, and advertising are common. Second, special time promotions. I like visiting supermarkets day and night, not for fun but for work. I notice that during the day there are many promoters, but at night they seem to rest. Is it company policy or haven't they noticed that night is the best sales time? In factory areas, 7-11 PM is the peak because workers are free. In school stores, noon and afternoon are peak. Knowing these peaks and promoting accordingly can be very effective. The key is to know each store's peak time, who the consumers are, their characteristics, and price range. Third, special point promotions. Choosing the right location and position is crucial. This includes which store and where. If you can't afford to promote in all BC stores, estimate your resources and choose stores carefully. Then choose the position: at the entrance or near shelves; on end caps or elsewhere. For example, Foshan Jingxing's ABC sanitary wash is usually placed next to sanitary napkins because that's where women go, attracting attention. If placed with detergents, it would be a positioning error. Key points: know who the consumers are, the foot traffic, and whether the promotion is strong enough to attract attention. Fourth, special product promotions. Not all products need promotion; the purpose must be clear. Which products need promotion? First, new products, which might be image, profit, or fighting products. Second, star products, which need defense against competitors. Third, image products, which represent the company's highest standard; their success or failure can affect the company. Promotion methods should vary by product type. For example, image products usually don't use special prices but use buy-one-get-one, gifts, or points. Method 5: Concentrate resources to generate volume. Everyone knows that 80% of sales come from 20% of stores/personnel/products. But who truly implements this? I've been exploring how to generate volume in BC stores and experimenting. My conclusion: only by concentrating all forces on certain stores, achieving breakthroughs, blockades, and defenses, can we truly generate volume. Why? BC stores have limited space, with only 3-5 suppliers in the same category, and each category has fewer than 200 SKUs. Each supplier has only about 30 positions. So, our competitors are those 3-5 suppliers, competing in a 300-3000 square meter store. The result is win-or-lose, not win-win as some claim. Why is industry concentration increasing? Why are only a few brands left in stores? Why are chains stronger? We all know. So, we must concentrate on certain stores, brands, and SKUs. Concentrated resources create power! First, concentrate on certain stores to increase volume. I saw a dairy company with 12,000 stores in Shenzhen, 15,300 in Guangzhou, and 7,600 in Foshan, but less than 30% generate volume. Why? According to managers, less than 10% of stores contribute most of the volume. These stores have our brands occupying over 80% of shelf space, end caps, and N-shelves, with multiple displays, promoters, promotions, and better visual merchandising. Also, we have strong relationships, so buyers ask us about monthly activities, flyers, and events. In fact, a store's consumption of a product is relatively constant; it's up to us to decide who gets more. My view: "Better to be the head of a small state than the tail of a big one." This means having a voice in a store, with over 40% share and covering over 80% of the category. Some might doubt monopoly is possible, but in BC stores, through relationships, activities, service, and long-term purchase of end caps and N-shelves, these goals are achievable. Second, concentrate on certain brands. Most distributors handle multiple brands, often 3-30 or more. So, they should prioritize brands. Experienced distributors always focus on brands that bring benefits and value. Which brands should be key? Those with potential, those with manufacturer support, those that bring short-term or long-term benefits, and those that drive other brands. How to promote key brands? First, design and select products with appropriate prices and personnel. Second, favor them in buying end caps, shelves, and activities, like exclusive events. Third, align sales rep incentives; they only promote brands with rewards and targets, not just expectations. Third, concentrate on certain SKUs. Within a brand, there are key SKUs that bring reputation and business, or star SKUs. Whether for people, brands, or products, we seek fame or profit. If a SKU has neither, why promote it? We often see that only a few SKUs generate volume, usually no more than 10-20. So, we can't expect every SKU to have high share; only one or a few can stand out. How to generate volume on certain SKUs? First, set prices reasonably, not too high, possibly low. Second, place them in the first position. Third, use multiple end caps to block competitors. Fourth, prioritize them in special activities. Fifth, emphasize them in sales rep evaluations and meetings. Water drops wear through stone; a rope saws through wood. Generally, you can't have both fish and bear's paw. Concentrating resources on certain stores, brands, and SKUs is a principle to follow. Respect it, and you'll achieve more with less effort, smooth business, and booming sales! -END- Content Selection Click the title below to read directly: [Line Sales Rep Practical Operation Guide (with full PPT download)]