---
title: "How to Quickly Cultivate the First Batch of Consumer Groups in Weak Regions?"
description: "After visiting a newly developed township market, the author found that despite high distribution rates, most outlets had slow sell-through. By analyzing successful outlets, he developed a two-part cultivation plan focusing on outlet and consumer education, which significantly improved market performance within three months."
author: "陈波"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-04-28"
language: "en"
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# How to Quickly Cultivate the First Batch of Consumer Groups in Weak Regions?

> After visiting a newly developed township market, the author found that despite high distribution rates, most outlets had slow sell-through. By analyzing successful outlets, he developed a two-part cultivation plan focusing on outlet and consumer education, which significantly improved market performance within three months.

Three months ago, I visited a township market that our company had just developed. Although the distribution rate was above 70% and we had set up strong consumer pull activities, except for a few outlets with good sell-through, most outlets were still moving products slowly, and some even had near-expiry products. The main reasons were low customer self-ordering rates and weak recommendations from store owners. By noon, I had almost finished visiting the outlets, so I decided to visit the outlets that were selling well to find out the reasons behind their success. At the first store, the owner was having lunch and drinking our beer, so I went up to chat. "How do you like our beer?" I asked. The owner replied, "It's great! I often drink your beer." "Why do you like our beer?" I asked. "I used to run a store in the county town. The salesperson there told me that your beer is draft beer, without syrup, unlike some other brands that are pasteurized and contain syrup, and their shelf life is shorter than yours. Besides, your beer has prizes, so it's more cost-effective for us to drink." "How is our beer selling here?" I asked. "Very well! I just restocked a few days ago and have already sold dozens of cases," he said, pointing to our display. I asked, "Why do you think our beer sells better in your store?" He said, "First, the product quality is good. I drink it myself and recommend it to all my customers. Second, our profit margin is higher than that of other beers. Third, the prize rate is high, so consumers find it cost-effective." "Exactly! Those are our three competitive advantages," I replied.

Then I visited the second store. Just then, a consumer came in to buy our beer. I approached him and asked, "Brother, how do you like this beer?" He said, "It's great! I used to drink it often in Guangxi, and since I came here, I've been drinking this." He was a returning consumer. Later, I learned from the store owner that most of his customers are outsiders. Recently, a group of migrant workers came to the town for road construction, and they almost exclusively drink our beer.

...

After visiting several outlets, although the reasons for selling beer varied, one thing was certain: the outlets that could sell beer were either familiar with our product or had consumers who specifically asked for it. Their familiarity was the result of previous cultivation. So, I thought, can we cultivate a certain consumer group in this market? On the way back, I organized my thoughts and came up with a complete cultivation plan.

The plan has two main parts:

First, outlet cultivation. Outlets are not only our business partners but also our consumers. They are the first to accept our products. Only if we cultivate them well and make them recognize our product and company culture will they be able to influence the people who come to their stores to buy beer. Therefore, we must persistently explain the features of our product to the outlets, repeat them until they are recognized. Usually, behind one consumer there are at least 5 potential consumers. If a salesperson manages 400 outlets, and we cultivate them well, we will generate 2,000 potential consumers, with the possibility of further expansion. Outlets are relatively stable, making cultivation easier. So, I prepared a sales script, following the principle of "sell the idea first, then do business." I turned our company and product features into a document, requiring every salesperson to have a copy. Each salesperson should cultivate at least 10 outlets per day, first instilling our company's business philosophy and product features, then analyzing our profit margins. In short, the more the outlets know, the better. At the same time, I adjusted the salesperson's assessment form to gradually solidify outlet cultivation as a basic action.

Second, consumer cultivation. Consumers usually make decisions based on feelings; they buy what they are familiar with. The reason for familiarity is understanding of the company and its products. Therefore, spreading the company and its products is undoubtedly an important means to make consumers familiar. The main way a brand or product communicates with consumers is through media advertising. However, TV media advertising can only tell consumers that the brand or product exists; it cannot directly convey promotional information, nor can it satisfy consumer experience. Therefore, ground promotion cannot be missing. How to do ground promotion? On one hand, strengthen visibility work to make the product visible everywhere, making consumers feel they have seen it somewhere. On the other hand, conduct small public relations activities, mainly through free tasting and gift distribution, to cultivate the first batch of consumers.

After three months of cultivation, the sell-through of our product in this township significantly accelerated, and the market position quickly improved.

Comrade Xi Jinping, at the National Conference on Propaganda and Ideological Work, warned party members to strengthen their awareness of positions. In the field of propaganda and ideology, if we do not occupy the position, others will. Similarly, the storage space in consumers' brains is limited. Once they recognize our product, they will reject other products. Once consumers have the impression of "I've seen it somewhere, I've drunk it, and it feels good," then we have succeeded.

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