---
title: "How Distributors Can Build Their Own Base Market"
description: "Teacher Wei Qing will launch the industry's first live video training session on the WeChat public platform on September 10th, and this platform is honored to be one of the first to broadcast it. For those who want to improve their sales skills but cannot spare time for on-site training, this is an opportunity not to be missed. Details are at the bottom of this article. Survival first, development second. This is a market strategy aimed at using limited space to create local advantages, win a larger market share, effectively resist competitor attacks, and preserve and strengthen oneself."
author: "师顺宽"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-09-06"
language: "en"
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# How Distributors Can Build Their Own Base Market

> Teacher Wei Qing will launch the industry's first live video training session on the WeChat public platform on September 10th, and this platform is honored to be one of the first to broadcast it. For those who want to improve their sales skills but cannot spare time for on-site training, this is an opportunity not to be missed. Details are at the bottom of this article. Survival first, development second. This is a market strategy aimed at using limited space to create local advantages, win a larger market share, effectively resist competitor attacks, and preserve and strengthen oneself.

Teacher Wei Qing will launch the industry's first live video training session on the WeChat public platform on September 10th, and this platform is honored to be one of the first to broadcast it. For those who want to improve their sales skills but cannot spare time for on-site training, this is an opportunity not to be missed. Details are at the bottom of this article.

Survival first, development second. This is a market strategy aimed at using limited space to create local advantages, win a larger market share, effectively resist competitor attacks, and preserve and strengthen oneself. It is a sharp tool for distributors to win in competition. Before developing a regional market, distributors must first deploy their forces in the regional market, comprehensively coordinate, and systematically plan the regional market. However, in actual surveys, it is found that most distributors, when developing markets, have not yet established a base market—a clear and stable regional market—that they rely on for survival, and then they go on to expand the overall market. Their market expansion activities lack clear thinking and strategy, as well as specific and feasible measures and methods, showing strong randomness and blindness. This behavior manifests in two tendencies in product sales: first, the "dragonfly skimming the water" style of "guerrilla warfare"—selling wherever possible, selling as much as possible; second, the "peppering salt" style of "comprehensive attack"—casting a wide net, sowing seeds everywhere, striving for "broad sowing with thin harvest."

The above practices may achieve a certain level of sales to some extent, but their drawbacks are obvious: first, without a clear regional market target, it is like sailing without a clear course, making it difficult to achieve the distributor's various business indicators; second, without a stable market base, lacking a strong market support, it is difficult to form a competitive advantage, ultimately leading to a Li Zicheng-style outcome. This is a short-sighted or overly ambitious irrational marketing behavior, extremely harmful to the overall development of the distributor.

So what is a distributor's base market?

It refers to the part of the market where a distributor can gain and utilize a competitive advantage. The base market is defined entirely from the perspective of competitive differentiation. The essence of base market thinking is to determine profit optimization based on the degree of competition. The base market is one that, through professional market research and analysis, can be built into a market with its own competitive advantages. This market is not the same as the ordinary "model market." The "base market" is the core support for the distributor's growth and expansion, providing a continuous supply of resources for the distributor to compete in markets beyond the base.

For distributors, base markets can be divided into: first, regional base markets: referring to markets where the distributor ranks first in market share, influence, and profit in a certain region; second, channel base markets: referring to markets where the distributor has absolute influence and share in a certain channel. Regardless of the type of base market, they all share a common characteristic: within a certain period, they are the areas where the distributor has the highest profit, largest market share, and greatest influence.

The role of the base market for distributors:
1. The base is a fulcrum: a support point for material supplies in other markets and a source of strong spiritual motivation.
2. The base is a talent pool: a training ground, a marketing training academy, and a talent export base.
3. The base is a test field: a place for practicing new methods and explorations, and a birthplace for successful operating models.
4. The base is a banner: it not only solves survival problems but also creates a huge influence; it attracts and integrates more advantageous resources; it attracts more sales personnel to join.

Five strategies for distributors to build a base market:

I. Targeted Strategy
No matter how big the problem, it can be broken down; no matter how difficult the market, there is room for action. "Look for opportunity markets within market opportunities; look for opportunity channels within channel opportunities; look for opportunity consumers within consumer opportunities." For most distributors, due to limited human, material, and financial resources, they must combine with the company's actual situation when establishing a base market. If they do not have the conditions to fully expand the local market, it is recommended to segment the market, determine narrower target areas, channels, and consumers, and establish a base market in a targeted manner. This not only saves resources but also achieves twice the result with half the effort, and can create local competitive advantages, accumulating resources and confidence to build a comprehensive base market. For example: A certain trading company, with limited personnel, funds, and other conditions, could not expand the market across the entire county. After detailed market research, they finally selected several townships to establish their base market (placing suitable products in suitable terminals; giving suitable policies to suitable terminals; posting suitable advertising to suitable terminals; formulating different visit cycles and service standards for different stores; formulating different sales promotion standards for different stores...). After a year of operation, the prototype of the base market in these townships began to emerge, with sales in each township reaching over 600,000 yuan.

II. Focus Strategy
Those familiar with history know that when Nurhaci faced the attack of the thirteen Ming armies, he adopted the policy of "No matter how many routes you come from, I only target one route," concentrating the elite forces of the Eight Banners to defeat them one by one, ultimately defeating the Ming army. For small and medium-sized liquor enterprises with limited resources, as long as they focus their limited human, material, and financial resources on local markets, channels, products, and consumers, they can definitely create a local base market and thus overturn the market.

1. Market Focus
Market focus means that distributors shrink their market scope as much as possible according to their actual situation until they can form an absolute advantage. It is best to use townships as the market unit; if strength is insufficient to form an advantage in townships, villages can also be the target.

2. Channel Focus
Channel focus means that if distributors cannot cover all channels such as hotels, hypermarkets, group buying, and supermarkets, they can choose one channel suitable for themselves to operate until this channel becomes their base. Then, using the product's absolute advantage in this channel, they can radiate to other channels.

3. Product Focus
Product focus means that distributors should "break through with a single product," using one product to build an image and become the "fist" product in the market, then use the absolute advantage of the single product to radiate to other channels, achieving relative advantages and realizing channel resonance. "Single product breakthrough" does not mean selling only one product, but concentrating resources to promote one leading product. If too many products are launched at once, it may disperse limited resources and result in all products being unable to break through.

4. Resource Focus
Resource focus means that distributors concentrate their resources on a certain region, channel, and product according to their resource size, "exchanging resources for time" and "exchanging resources for market" to form market explosive power. The most taboo in base market construction is the "oil-adding tactic" and "salt-sprinkling tactic," which fail to form market explosive power due to unfocused and inadequate policies. For example: if 100 store signs are distributed to thousands of terminal outlets in a county, they will not have much influence; if 100 store signs are concentrated in two townships, they will form market explosive power in the short term.

5. Personnel Focus
Personnel focus means that distributors concentrate limited sales personnel on a certain region, channel, or product, fighting a war of numbers and annihilation. For example: during the new product distribution stage, if personnel are dispersed, each salesperson can only visit the terminal stores in their area once every ten days; if salespeople are gathered together and divided into several groups to develop a small area with a concentrated human wave tactic, the results will be significantly improved.

6. Consumer Focus
Consumer focus means that distributors concentrate financial and energy resources to find the consumer leaders in urban areas and each township, let them recognize, approve, and recommend their products, and through the consumption of consumer leaders, establish the product's reputation and create consumption trends. For example: because the essence of liquor is a lubricant for social interaction and emotional communication, consumer leaders are the best group to create trends. As long as a product's popularity atmosphere is created, the foundation for the development of a base market is established. When a distributor's wedding liquor was launched in the county, they gathered the heads of red and white council affairs in each village of each township to hold a tasting session. The company also provided these heads with a certain amount of public relations liquor, and for each wedding or happy event they contacted, the company gave them a commission. As a result, the wedding liquor quickly became popular in the market, enhancing brand awareness and influence, and also driving the sales of other company products.

III. Speed Leadership Strategy
After determining the segmented market, based on the targeted and focused principles, speed must lead, and victory must be achieved through speed. Development strategies, promotion strategies, and sales promotion strategies must be quickly formulated, because speed leadership allows you to take the lead before opponents have time to react; it can form an atmosphere in terminals and consumers that they must catch up with the new opportunity; it can instantly awaken the memory of terminals and consumers; it can quickly occupy the minds of terminals and consumers.

IV. Outlet Sales Promotion Strategy
The principle of outlet sales promotion is to solve the problem of terminals "only stocking goods but not selling them," which means strengthening deep maintenance, enhancing customer relationships, and making advertising more vivid. It involves working with terminals to study how to quickly sell goods and create a sales atmosphere. In base market construction, the most feared thing is only doing distribution and promotion without solving terminal sales promotion. In that case, the day the product is placed on the shelf is the day it becomes unsellable. It is normal for products to not sell after distribution; solving sales promotion is to make this normal phenomenon abnormal. The purpose of solving sales promotion is to enhance terminal confidence, selling products they think cannot be sold and have no brand, helping them build confidence. As long as three or more rounds of outlet restocking are achieved, the market will form a virtuous cycle. For example: for terminal outlets with slow sales, the most capable salespeople should be assigned to these outlets, ensuring they always maintain a maximum display area, the best advertising layout, and the highest quality customer service. This on the one hand reduces the opponent's display; the less conspicuous the competitor's display, the greater your opportunity. On the other hand, through maximum advertising and display, it directly advertises to consumers, stimulating impulse purchases. Additionally, free tasting outside these stores or free tasting during peak sales hours inside the store can help terminals sell goods, giving terminal owners confidence, and thus they will actively help promote your products until a virtuous cycle is achieved.

V. Process Management Strategy
Base market construction is a process. A good process inevitably produces good results. The finer and more comprehensive the control of the process, the more links are controlled, the greater the grasp on results, and the greater the chance of successful market construction. So what should be controlled in the process of base market construction? Distributors, terminal networks, prices, promotions, costs, market information, etc. All of the above need to be controlled by sales personnel. Therefore, it is necessary to establish and improve various management systems, assessment systems, and reward and punishment systems, clarify job requirements, work content (specific to actions), and work processes, and strengthen the completeness of the four links of "planning, execution, inspection, and feedback," especially establishing an objective and effective inspection system to track implementation in real time and on site, ensuring execution is in place.

**-END-**

**Excerpt from "Terminal Visit Sales General Model"**

September 10, 2015
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