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Terminal Sell-Through Without sell-through, everything else is empty talk. Distributing products to terminals is merely a transfer of inventory; only sustained sell-through is the right path.
1. Sequence of Sell-Through
| No. | Hotel Category | Remarks |
|---|---|---|
| 1 | Government-affairs type | Local government holds major events or receptions here; their word-of-mouth is authoritative and administrative. Especially those current officials in government departments—they are submissive before leaders but influential before others, talkative, opinionated, and frequent various occasions. |
| 2 | Business type | Most patrons are successful people with high consumption potential and they lead fashion consumption. |
| 3 | Specialty type | Specialty hotels where political and business figures relax, important people's families host banquets, and where guests and friends are entertained. |
| 4 | In-house reception type | Consumption for internal celebrations and banquets is considerable and upscale, such as military district and municipal government restaurants. |
2. Analysis of Factors Affecting Terminal Sell-Through
| No. | Factor | Remarks |
|---|---|---|
| 1 | Product factors | Whether the taste of new products suits consumers, whether price positioning is reasonable, whether packaging grade supports the price, whether consumers like it, and whether product mix is rational. |
| 2 | Brand factors | Brand image, awareness, reputation, loyalty; whether it brings face. |
| 3 | Advertising factors | Insufficient intensity, weak impact, media selection issues; failing to attract consumers. |
| 4 | PR factors | Inadequate terminal relationship PR; inadequate opinion leader PR. |
| 5 | Terminal factors | Low cooperation from terminals; strong counterattacks from competitors; poor relationship maintenance. |
| 6 | Personnel factors | Sales staff quality and capability, work enthusiasm, work methods, handling and grasping of relationships, etc. Promoters' selling skills. |
3. Methods for Terminal Sell-Through
| No. | Category | Method | Manifestation |
|---|---|---|---|
| 1 | Competitor buyout | Use relationships | Strengthen relationship with mid-to-high and low levels; develop covert promoters for competitors with increased rewards; target group consumers in the store, find core consumers who bring their own alcohol; order small quantities, increase visit frequency. |
| 2 | Exclusive promotion | Fully utilize resources | Terminal visualization, standardized displays, and broad recommendation to guests; good, comprehensive relationships; promotional guides; stock-pressing promotions; centralized and intensive consumer promotions. |
| 3 | Same-venue promotion | Who is better | Good, comprehensive relationships; better displays and promotional showcases; more novel, powerful, and frequent promotional activities; arrange better promoters, guide them to expand activity scope; develop covert promotion intensity; obtain the best promotional private rooms, etc. |
| 4 | Natural sales | Who is willing to do more | Good, comprehensive relationships; terminal visualization and standardized displays; use of terminal display racks and advertising materials; implement stack displays; develop covert promotions; strengthen terminal promotions and visits, etc. |
4. Common Tactics for Terminal Sell-Through
| No. | Category | Remarks |
|---|---|---|
| 1 | Hotel regulars | 1. Hotel key account managers; 2. Collect and organize key customer information; 3. Organize off-site activities (themed tasting events, tasting advisory groups, special gifts, real estate salons, auto salons, golf clubs, entrepreneur club VIP service cards, etc.) |
| 2 | Relationship PR | Build mentor-friend relationships with owners, managers, owners' wives, waitstaff, purchasing, head chefs, finance, core consumers, etc. |
| 3 | Covert promotion | Competitors' covert promotion is also very powerful. |
| 4 | Promotional items | Novel, collectible, and spreadable value, etc. |
| 5 | Promotional activities | Novelty, explosiveness, value, benefit, and spreadability. |
| 6 | Free wine giveaways | Scale, concentration, time limits, and value. |
| 7 | Brand promotion specialists | Beauty marketing, impressive lineup, beautiful scenery, noble quality. |
| 8 | Promotional staff | Transfer excellent promoters to core hotels; later consider transferring average promoters to core hotels and excellent promoters to key hotels. |
| 9 | Sales staff | Transfer sales staff with strong maintenance skills to core hotels, each responsible for 5–8 outlets. |
| 10 | Management measures | Divide areas, posts, stores, and targets to individuals; implement pressure-based management; clarify work content, requirements, and frequency for core hotel sales staff; establish hotel files, regular customer files, and key personnel files. |
| 11 | Visualization | Ensure visualization and image building are in place. |
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