---
title: "How to Leverage Company-Invested Funds to Make Outlets Both Productive and Attractive?"
description: "Marketing has three transformations: terminal media, sales communication, and PR implementation. These are the three basic principles for FMCG marketers to operate retail stores and create point-of-sale visual merchandising. With increasingly fierce market competition, achieving these requires good customer relationships and sufficient market funds, but almost all salespeople feel funds are insufficient no matter how they save. Jinmailang's chairman, Fan Xianguo, once joked: \"If I give away 2 jin of beef with every pack of braised beef noodles, what do we need marketers for?\" Indeed, a marketer's value lies in maximizing sales with minimal market resources. This article focuses on how to effectively use market display funds to enhance terminal visual merchandising, addressing common problems and offering solutions such as empowering frontline salespeople, motivating store owners, and third-party verification."
author: "张宇"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-01-26"
language: "en"
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markdown: "https://xinjignxiao.com/en/articles/how-to-leverage-company-invested-funds-to-make-outlets-both-productive-a-9e0a8a6a.md"
original_source: "https://mp.weixin.qq.com/s/lcuu3JLW2yF2LSpuUmWLvA"
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---

# How to Leverage Company-Invested Funds to Make Outlets Both Productive and Attractive?

> Marketing has three transformations: terminal media, sales communication, and PR implementation. These are the three basic principles for FMCG marketers to operate retail stores and create point-of-sale visual merchandising. With increasingly fierce market competition, achieving these requires good customer relationships and sufficient market funds, but almost all salespeople feel funds are insufficient no matter how they save. Jinmailang's chairman, Fan Xianguo, once joked: "If I give away 2 jin of beef with every pack of braised beef noodles, what do we need marketers for?" Indeed, a marketer's value lies in maximizing sales with minimal market resources. This article focuses on how to effectively use market display funds to enhance terminal visual merchandising, addressing common problems and offering solutions such as empowering frontline salespeople, motivating store owners, and third-party verification.

**Marketing has three transformations:**
**Terminal media, sales communication, and PR implementation.**
These are the three basic principles for FMCG marketers to operate terminal retail stores and create point-of-sale visual merchandising. With increasingly fierce market competition, achieving these requires good customer relationships and sufficient market funds, but almost all salespeople feel funds are insufficient no matter how they save. Jinmailang's chairman, Fan Xianguo, once joked: "If I give away 2 jin of beef with every pack of braised beef noodles, what do we need marketers for?"
Indeed, **a marketer's value is to maximize sales with minimal market resources**, which is the mission and meaning of a marketer.
**Commonalities in market fund usage between manufacturers and distributors:**
1. **Those with spending authority do not directly spend.** Market funds are controlled by senior executives (marketing department). Executives allocate funds based on historical data analysis and the company's marketing strategy, dividing them by product structure, market region, key projects, etc., then design a series of detailed rules and regulations. Subordinates apply, use, and verify funds step by step, with the process being top-down.
2. **Those who supervise spending are inflexible.** After funds are used, leaders at all levels check compliance, and headquarters deploys market audit departments to verify according to regulations (more like inspection formulas), ensuring proper use.
3. **Those who actually need to spend have no authority and are exhausted by applications.** Under this mechanism, frontline salespeople become execution tools without flexibility, losing a sense of ownership, leading to serious waste (key terminal stores lack funds for displays, so they give up; non-key stores overspend, with input-output not proportional).
**Summary:** In a war: the commander (resource holder) thinks about establishing a base, the regiment commander (strategy executor) thinks about capturing cities step by step to achieve the commander's goal, and the soldier (ultimate resource user) thinks about eliminating enemy forces to achieve the regiment commander's objective. In business warfare, market funds are like bullets. Imagine a soldier needing to ask permission to use bullets to shoot enemies. The reason to use bullets is not regulations but whether there are enemies ahead. So the problem arises: in market operations, the commander thinks about the regiment commander's tasks, the regiment commander thinks about the soldier's tasks, leaving the soldier with nothing to think about.
**Most market funds are spent on in-store visual merchandising displays. This article focuses on how to use market display funds to enhance terminal visual merchandising.**
**Most companies follow the "market formula" designed by the marketing department for terminal display stores, but common problems during execution include:**
1. **For small store owners, display fees are the same regardless of sales volume.**
2. **Once display standards are met, additional displays don't matter.**
3. **Display fees are the same for prime traffic locations and remote locations.**
4. **Display fees are the same for displays near the cash register and in obscure corners.**
5. **Display maintenance is the salesperson's job; other manufacturers' displays are ignored.**
6. **Monthly display fees are fixed, lacking motivation.**
7. **Inability to develop fortress customers or obtain competitor display information.**
8. **Salespeople prioritize quantity over quality.**
9. **Terminal stores prioritize form over sales.**
**How to effectively solve the above problems? The core is only 3 points:**
1. **Fully empower frontline salespeople.**
2. **Stimulate store owners' enthusiasm: more work, more rewards; more displays, more benefits.**
3. **Third-party verification: verification over trust.**
The ultimate purpose of our displays is to make them serve multiple missions: media, communication, and sales.
Below is a display method used by a leading brand to communicate with store owners (**Heavenly Wealth**), for reference:
**Specific display steps:**
**1. Selection of display target stores: fully empower sales representatives.**
1. **Authorize sales reps to execute, giving them a budget or reward amount.**
2. **Based on the 80/20 principle, select the top 20% of stores with the best sales from last year or historical data as candidates.**
3. **Alternatively, choose stores where competitors are strong and our products have been at a disadvantage but sales are high, to completely defeat competitors.**
**2. Inform terminal store owners: turn passivity into initiative, more work, more rewards.**
Before the activity, proactively inform selected store owners. The script can be: "The company has a display activity: stack X boxes to win 1 box, X boxes or more to win X bottles per box, redeemed monthly. The more you stack, the more rewards. Participation is voluntary; we only select the best stores, no force."
**3. Calculate the details: visible benefits.**
Sales reps calculate visible positions in the store, especially at the entrance, cash register, high-traffic areas, and stackable heights, and inform the owner. Script: "Your store can stack about 20 boxes. According to company policy, you can win X boxes in X month, totaling X dozen boxes a month. Very cost-effective and generous!"
**4. Display and stock pressure: combine display with sales, ensure sufficient stock.**
1. **Encourage the owner to sign and order immediately.**
2. **Clear space for stacking, leaving positions empty!**
**5. Immediate delivery: seize prime positions.**
Require the distributor to deliver immediately, within 24 hours, and place products in the cleared positions. **Do not deliver to the warehouse; leave no space for competitors.**
**6. Immediate inspection and rewards: demonstrate company integrity.**
1. **Supervisor counts in-store inventory (warehouse stock not counted). If less than a box, count as a box and reward the owner. If the supervisor arrives in the afternoon, add the bottles sold in the morning to the count. Remind the owner to replenish promptly to avoid insufficient stacking. This makes the owner grateful to the company and sales rep, deepening the relationship!**
2. **Issue a reward redemption form to the owner. The supervisor must inspect on time and issue the reward receipt.**
**7. Timely reward redemption: say what you do, do what you say.**
1. **The sooner the supervisor redeems the reward after counting, the better. Owners are happy to receive rewards, and immediate redemption makes them even happier.**
2. **Also suggest ordering some of the company's best-selling beverages. No quantity requirement, just have stock; never pressure stock, and owners will gladly accept.**
**Precautions:**
1. **Must consider the market competitive environment and design activity plans at the prefecture-level city level. Such plans are not one-size-fits-all because each city has different conditions and competitors. In principle, a city should adopt the same reward intensity.**
2. **Must plan long-term, considering input-output efficiency.**
3. **Keep the activity confidential before launch; surprise attack. Announce activities period by period, absolutely confidential before start. Do not let competitors prepare in advance.**
4. **The activity plan should be fixed, not changeable. Before the activity starts, design precisely, e.g., activity cycle, reward intensity, inspection cycle, redemption process. Once the plan is set and the activity starts, do not change it easily to ensure policy continuity. Also, establish company credibility: keep promises and honor commitments. During the design phase, conduct pilot store surveys.**
5. **Gradually expand the activity scale; do not rush. At launch, the scope should not be too large; the number of activity stores can increase from small to large.**
6. **Redemption must be timely and proactive. During proactive redemption, there is an opportunity to encourage owners to stock new, well-selling SKUs they haven't tried. Expand results to other products, increasing the company's product presence in stores and strengthening company strength.**
7. **Allocate activity funds to sales reps for management. Fully trust sales reps. Allocate planned funds per person, with supervisors checking and redeeming.**
8. **Sales unit heads must control input-output ratio. Control the fee rate: Fee rate = Reward amount ÷ Total sales amount.**
> **In summary:** Market funds have always been a challenge for all marketers. Under the dual demands of profit and sales, using resources reasonably is indeed a test of a market worker's basic skills. Any method that stimulates terminal store owners' display desire while increasing sales reps' sense of ownership will achieve at least 80% success in terminal display. Finally, pay attention to process management and strict details; you will surely gather strength at the terminal, strengthen the company's brand visibility, improve resource utilization efficiency, and achieve sales overachievement.
**-END-**
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