In the baijiu industry, terminal channel management is one of the key tasks for trading companies. Every step in the sales process—from developing new terminals, maintenance, new product promotion, price increases, expense allocation and approval, to problem feedback and resolution—affects the entire sales process and results. Today, the reporter from Jiushihui selects four common problems in the baijiu market for analysis and discussion. How to Deal with Regional 'Old, Big, Difficult' Terminal Customers? What are 'old, big, difficult' terminal customers? 'Old' means they have been in the tobacco and alcohol business in the region for a long time; 'big' means they have large sales volume and good business in the region; 'difficult' means that distributors and salespeople find them hard to handle. When facing 'old, big, difficult' customers, first understand them, then find solutions. Five Characteristics of 'Old, Big, Difficult' Customers:

  1. Only sell best-selling products;
  2. Refuse new varieties;
  3. Refuse new salespeople;
  4. Refuse new brands;
  5. Demand special policies different from others. Common Refusals from 'Old, Big, Difficult' Customers:
  6. I don't have money recently;
  7. Your product has no profit;
  8. No space in the store to stock goods;
  9. It's off-season, no one wants goods;
  10. We have an agreement with XX. Through understanding, we have summarized 5 methods to solve the 'old, big, difficult' problems:
  11. Increase visit frequency; build relationships first, then sell products;
  12. Find customer needs and satisfy them; identify the terminal's interest needs and formulate tactics accordingly;
  13. Break information asymmetry and isolation; increase trust with terminals;
  14. Find the terminal's pain points, dig deep into them, amplify the consequences, guide the terminal owner to self-realize, and let the terminal owner articulate your analysis;
  15. For difficult customers, make special policies, but ensure they are phased and conditional. How to Solve the Problem of Terminals Not Willing to Promote New Products? When distributors launch new products, they often face the phenomenon that terminals are unwilling to promote them. If new products do not sell for a long time, it will have a significant impact on both the company and the distributor. Through investigation and visits, we found four reasons why terminals are unwilling to promote new products:
  16. New products lack a sales foundation;
  17. High risk in promotion and cultivation;
  18. Low probability of sales closure;
  19. Uncertain terminal returns. To this end, we have formulated four measures in the business process to quickly promote new products:
  20. Demonstration effect: create terminal models that terminal owners are familiar with, showing them that the model store sells well, how much money it makes, and how it sells, etc.;
  21. Expense incentives: use display fees, floor stack fees, atmosphere creation fees, volume rebates, off-box promotion fees, and unloading rewards to incentivize;
  22. Analyze the regional situation from three aspects: the overall baijiu environment, the situation of best-selling products, and the future of terminal stores, so that terminals have expectations for new products and can cooperate with sales;
  23. Arrange professional temporary promoters to enter stores and sell, which can quickly open up sales. How to Solve Joint Boycotts by Major Terminals Against Distributors? In the market, it is common to see some large, well-selling terminal owners unite to negotiate with distributors, leaving distributors at a loss. Through investigation and visits, we found three prerequisites for terminal joint boycotts of purchasing:
  24. The distributor's products are best-selling;
  25. The distributor holds a dominant position;
  26. The distributor's policies affect the common interests of terminals. Methods to solve terminal joint boycotts:
  27. Before formulating policies, fully understand the market problems, communicate thoroughly with the market, and repeatedly demonstrate;
  28. Cultivate several terminal customers with large sales volume and good relationships with other major terminals, so as to understand the information of the entire major terminal group and have supporters within it;
  29. Before major terminal customers come to you, take the initiative to go down and discuss specific matters, turning passivity into initiative;
  30. Adopt a strategy of alliance and divide, using resources to break through major terminal customers one by one;
  31. Attack the weak first, then the strong: choose the weaker terminals from the alliance to break through first, then move from weak to strong, rather than solving the most problematic ones first;
  32. Have alternative policies as backup, which should be principled and flexible, so that terminal customers do not feel that 'boycotting' is effective, but also not directly refuse; considering long-term cooperation, alternative policies can be adopted if communication fails. How to Make Terminals 'Happy to Sell' and Consumers 'Happy to Buy' When Prices Increase? Manufacturers' price adjustments once or multiple times a year are important measures to ensure normal product operation, enhance product life cycle, maintain reasonable channel profits, and improve brand power. However, to make terminals 'happy to sell' and consumers 'happy to buy', two points must be considered: First, formulate a price increase policy that makes consumers feel they are getting a bargain; Second, when formulating product price increase policies, maximize terminal profits.
  33. Formulate a price increase promotion policy, list the problems that may arise after the increase, advance according to process nodes, and establish an early warning mechanism. Once emergencies occur, such as inventory backlog or targeted market investment by competitors, respond and resolve quickly;
  34. Release price increase information to terminal customers in advance, control supply quantities in advance, and give terminal customers a psychological transition;
  35. Fully communicate with the internal sales team, formulate reward measures for the price increase policy, mobilize employee enthusiasm, let the team actively communicate with terminal customers about the price increase, implement various price increase policies, and effectively promote the implementation of the price increase;
  36. During the price increase activities, when raising product prices, reasonably allocate the profits after the increase to all circulation links, promote the price increase with a high-profile approach, and use promotional activities to divert terminal customers' and consumers' attention from the price increase and their sensitivity to price adjustments. Text by Jiushihui reporter Zhang Qiang At the request of many distributor friends, the fourth B-end e-commerce inspection class of this public platform will be held from August 15 to 18, visiting Qianmi Network and Alibaba Retail Link in Nanjing and Hangzhou. Distributor friends interested in transformation can join us for on-site inspection: Activity process: Time: August 15-18

15th: Check in at designated hotel in Nanjing; 16th: On-site inspection of Qianmi Network, then high-speed rail to Hangzhou in the afternoon; 17th: Participate in the 'FMCG Distributor B2B Transformation Exchange Summit'; 18th: On-site inspection of Alibaba Retail Link in Hangzhou; Distributor friends interested in transformation are welcome to join us to understand and inspect on-site: Organization Form ************1. Company visit

  1. Actual market case visit
  2. On-site explanation
  3. One-on-one communication************ Participating distributor friends only need to pay a registration fee of 200 yuan Other expenses are self-paid Note: This inspection is limited to distributors Interested distributor friends can register by long-pressing the QR code below. When adding, please note: "Fourth Registration". Non-participants, please do not disturb Group photos from previous inspections: Group photo of the 3rd B-end e-commerce inspection, from top to bottom: Yunbao Shangmeng, Weijie Chengpei, Wanshang Yizhan. Group photo of the 2nd B-end e-commerce inspection, from top to bottom: Jinhuobao, Caiba, Yishang. Group photo of the 1st B-end e-commerce inspection, from top to bottom: Piduoduo, Beiquan, Yishang. -END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and actionable tutorials for companies and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operation | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operation management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brand | 016 Distributor B2B transformation | [Long press QR code to follow]