The beverage peak season is coming soon. With the peak season, task coefficients will increase sharply. How should weak markets be operated? Facing various market problems, how to move forward quickly with burdens has always troubled all distributors and manufacturer sales personnel. The following analysis addresses these issues, hoping to help everyone.

First, emphasize one point: The higher the sales task, the more you must start from the basics. Anyone who wants to get rich overnight or rely on a single idea to instantly generate huge sales is daydreaming. Only through meticulous accumulation in basic sales and market work can you achieve continuous sales. Everyone must calmly reflect and inspect their own work, removing impatience, utilitarianism, and delusion, and deeply recognize: Only by solidly doing the basics can you have continuous sales.

  1. Common manifestations in weak regions:

    1. Unclear self-positioning, eager to escape the "underperformer" position, seeking quick success! — The result is that the laggard remains lagging, and instead, the "underperformer" shortcomings are continuously reinforced, leading to self-defeating confidence at all levels.
    2. Being busy with reactive responses to basic work, with incomplete follow-up habits! — The result is that when certain basic data lags, they are exhausted by responses, not only half a beat slow but also with minimal results; even worse, it breeds complaints like "the company has too many tasks"!
    3. Original strengths are diluted and lost, self-destructing in mediocrity! — The result is that the driving force that should have used these strengths (brand promotion, KA construction, market performance) to build performance desire and confidence at all levels becomes "blooming inside the wall but fragrant outside" (i.e., unrecognized internally).
    4. Management is impetuous, simple and crude, and team stability remains the biggest problem! — The result is high turnover rates due to "coming for the company but leaving because of the leader"! The root cause of passive management remains unresolved, and the team's collective execution and combat effectiveness still cannot withstand tests.

  2. Return to the origin to think:

    1. Return to the origin: return to "every person"
    2. Return to the origin: return to "every day"
    3. Return to the origin: return to "every store"
    4. Return to the origin: return to "every brand"
    5. Return to the origin: return to "every channel"

  3. Unswervingly grasp market basic work and sales basic work. Two formulas: 1. Population // 400 people = number of outlets 2. Number of outlets * SKU count = performance The method to achieve performance is obvious: basic work must be done with both hands, and both must be strong.

    I. Market basic work: Key point: Pay attention to display position. A good position is defined as: within a 1.5M radius of the cash register in small terminal stores.

    Five major visit actions:

    1. Press the storefront: check inventory
    2. Stock the shelves: check the display surface
    3. Enter the freezer: check the number of bottles
    4. Do multiple points: check whether products are carried to the door and sold by the case
    5. Maintain cleanliness: product cleanliness is good

    In good regions: focus on key stores and highlight stores; in weak regions: highlight stores and cut-case displays. Full activation of pallet and multi-point displays: large stores have large pallets, small stores have small pallets. Strengthen the hands-on ability of "carrying, unpacking, cutting, pasting, and placing" in traditional trade channels.

    II. Sales basic work:

    1. Total terminal customers must not be less than 210, delete duplicate customers, and improve horizontal growth space.
    2. Sales representatives should visit fewer than 35 stores per day, and distinguish between stores visited once a week, twice a week, and once every two weeks.
    3. Route planning: plan daily visit areas based on regional population, outlets, sales, and other factors.
    4. What is the minimum sales amount for the day? Number of orders? Number of SKUs per order?
    5. Eliminate the phenomenon of 1 SKU in terminal stores to improve vertical growth space.
    6. Enforce follow-up on working hours to improve effective working time and efficiency.
    7. Develop special channels (internet cafes, catering, hotels, gas stations, highway service areas) to break through.

  4. Freezers are the top priority. The main battlefield for the beverage peak season is the freezer in terminal stores. If you capture the freezer position, you capture the beverage market. Our main task is to expand the frozen display area and seize the frozen aisle.

    1. Resource focus: From May to October, especially in the third quarter, traditional channel displays must be linked with freezing, making freezing actions legitimate; all displays must be combined with freezing, and display stores must set a minimum number of frozen products.
    2. Ensure 100% purity of self-owned freezers: this is the baseline; increase the display quantity of high-sales-contributing products; self-owned freezers are the position we must defend, and management must be strengthened to not lose this position. Note: As the saying goes, "Aim high and you'll hit the middle," so we must strictly require 100% purity of freezers.
    3. Go all out to do peak-season freezer displays: control the fee rate and summarize experience to expand promotion.
    4. Educate and encourage sales personnel and distributor workers: talk about managing freezers every day, dare to help competitors manage freezers, and do the four major freezer tasks: investing ice, grabbing ice, stuffing ice, and buying ice.

In short, the weaker the market, the more you must not act hastily. Just like studying, if the foundation is not solid, grades will inevitably fluctuate. I will explain the above four points in detail in the course. Looking forward to sharing with everyone on the evening of February 23.

"How to Operate a Weak Market by Returning to Basics?" Registration method: Long press the QR code below to follow "365 Business School", reply "Registration" to view course details. The fourth class will start at 8 PM on February 23 in the WeChat group. Register quickly!

-END-

The best FMCG distributor learning platform in China Dedicated to providing professional, practical, and actionable tutorials for enterprises 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 numbers below to get 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 operations 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, brands | [Long press QR code to follow] To join QQ/WeChat group, please click: Read the original text