When salespeople fail to meet targets, the most common mistake is to blame the company. Indeed, no enterprise is without problems, and no market is without issues. How to achieve the sales targets you are responsible for in a problematic company and market is the mission of marketing personnel. Therefore, marketing personnel must see opportunities through problems, seek every chance to achieve goals, and finding these opportunities is equivalent to finding the possibility of achieving the target.
When salespeople fail to meet targets, the most common mistake is to blame the company. Indeed, no enterprise is without problems, and no market is without issues. How to achieve the sales targets you are responsible for in a problematic company and market is the mission of marketing personnel. Therefore, marketing personnel must see opportunities through problems, seek every chance to achieve goals, and finding these opportunities is equivalent to finding the possibility of achieving the target.
Focusing on opportunity points is to find the possibility of achieving the target; focusing on growth points can find methods to turn possibility into reality. To increase sales and achieve the sales targets for July to September, it is necessary to base on market opportunities and make a big breakthrough by "deep-diving" into the market:
Seek opportunities from competitors: Where are competitors' weak markets? Where are their crisis markets? Where are their blank markets? In which channels are competitors weak? Which sales policies can be exploited? By keeping an eye on competitors' "soft spots" and trends, you can find opportunities to increase sales.
A. Deep-dive into competitors' products and structure: Does the competitor rely too much on a single big product? Is their product mix complete? Are there shortcomings in product flavors? Are there defects in product taste and quality? What advantages do we have that competitors do not? Solution: Focus on the competitor's big product by implementing special pricing and stock-pressing at terminals and second-tier distributors, conduct key consumer promotions with gifts, seek opportunities in single stores and market product mix, and communicate with consumers about quality and taste defects. Finally, always monitor major competitors' dynamics, understand their product trends, pricing, policies, and promotions, and adjust market strategies accordingly.
B. Deep-dive into competitors' channels: Are there defects in competitors' channel distribution structure? Are there coverage blind spots? What is the investment in T20 core stores? Can our resources effectively win over competitors' core stores? Solution: Based on their distribution characteristics, effectively cover their weak service outlets, and focus resources on removing competitors' core stores' shelf space and displays.
Seek opportunities from products: All sales depend on product sales; we must find sales opportunities for different types of products. Where are the opportunities for star products? Where are the opportunities for cash cow products? Where are the opportunities for new products?
A. Deep-dive into product mix: Are existing products distributed across all channels? Are all specifications available at terminals? Are promotions conducted in stages with product combinations? Can the distribution rate of high-margin but low-turnover new products achieve effective coverage? Solution: In product combination, select a product, adjust its specifications to create a relative price advantage, and conduct intermittent promotions in the market and at terminals to boost sales. Also, combine best-selling products with new/high-margin products to enter stores, increasing the number of items per store to achieve partial sales growth.
Seek opportunities from channels: Are there promising new channels not yet entered? Which channels can be further flattened? Are there blind spots in online stores? Which distributors are growing rapidly? Discovering opportunities in channels is like paving the way for achieving monthly targets.
A. Deep-dive into terminal blind spots: Has the entire market only completed basic distribution at retail terminals? Is market maintenance adequate? Is distribution only focused on large terminals without reaching small ones? Is terminal order-taking conducted with fixed visit and delivery cycles and frequency? Can small terminals receive regular maintenance? If small outlets cannot be delivered directly, are second-tier distributors assisting? Solution: In terminal channels, while ensuring smooth basic distribution, increase maintenance frequency, and further penetrate small terminal outlets to eliminate dead corners in distribution—this is the first growth highlight. In surrounding market channels, establish fixed delivery frequency, change the past practice of only delivering to large terminals and ignoring small ones, and gradually expand distribution area to steadily increase product sales.
B. Deep-dive into hypermarket expansion: Is maintenance of hypermarkets limited to simple delivery and payment collection? Are there deficiencies in in-store promoters, product placement, and marketing? Can the functions of hypermarkets be fully utilized? Solution: Go deep into the front line of hypermarkets and do four things: first, increase training for promoters to enhance their product knowledge and promotion skills; second, ensure full product mix display in hypermarket channels and strive for the best display positions; third, leverage hypermarkets' wide influence and concentrated publicity to conduct a series of promotions during holidays and peak traffic; fourth, select best-selling and main products as key promotions for rhythmic promotional activities—this is the second growth opportunity.
Seek opportunities from organizational structure and sales team: Can the distributor's existing personnel and vehicles meet market coverage? Is the team motivated? Are professional skills sufficient?
A. Deep-dive into team management: Are salespeople's enthusiasm fully utilized? Is there an incentive mechanism within the team? Are there strict reward and punishment measures? Is there no difference between doing more and doing less? Is salespeople's work merely for the sake of work? Is there initiative in deep market development? Do they have their own ideas for market operations? Do they have breakthrough ideas for increasing sales? Solution: Finally, "deep-dive" into salespeople's potential. Clarify market goals and divide work, break down tasks and targets according to each person's situation, so that everyone has daily indicators. To better enhance salespeople's enthusiasm, use market development rewards, add rewards for outlet development and new channel items on top of sales targets, and during July to September, provide daily target achievement and summer heat allowance subsidies to increase visit enthusiasm.
Insights: The potential of any market is huge, and how to tap this potential requires salespeople to go deep into the market, understand it, and effectively analyze based on their product situation and available resources. Find and solve the key points restricting market growth, find and effectively use breakthrough points, and mobilize enthusiasm from all sides to work towards the set goals. Only then can you bring potential market sales into your pocket.
Editor's PS: The editor has selected 1,067 quality articles from nearly 1,900 published on this official account, categorized into 14 major categories and 57 knowledge points, systematically organizing frontline marketing management content into a library for everyone's learning. From market to customers, covering practical combat and management, all are dry goods. Follow the official account and reply with the number "1" to browse and view related content.