---
title: "How to Successfully Host an Order Conference at Year-End?"
description: "Order conferences are a common promotional tactic in the industry, used by manufacturers to boost sales and recruit distributors. Distributors also actively imitate this by collaborating with brand manufacturers to expand their second-tier wholesalers and retail channels. These events help quickly distribute products to sales points, occupy capital and shelf space, and create a strong market push. Distributor order conferences can be categorized by client type (distribution clients vs. sales outlets) and by venue (on-site vs. door-to-door). This article focuses on on-site order conferences, which, if poorly executed, can become mere social gatherings with low orders or poorly attended events. Success requires attention to details."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-12-27"
language: "en"
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# How to Successfully Host an Order Conference at Year-End?

> Order conferences are a common promotional tactic in the industry, used by manufacturers to boost sales and recruit distributors. Distributors also actively imitate this by collaborating with brand manufacturers to expand their second-tier wholesalers and retail channels. These events help quickly distribute products to sales points, occupy capital and shelf space, and create a strong market push. Distributor order conferences can be categorized by client type (distribution clients vs. sales outlets) and by venue (on-site vs. door-to-door). This article focuses on on-site order conferences, which, if poorly executed, can become mere social gatherings with low orders or poorly attended events. Success requires attention to details.

Order conferences are a common promotional tactic in the industry, used by manufacturers to boost sales and recruit more distributors. Distributors also actively imitate this by collaborating with the manufacturers they represent to expand their second-tier wholesalers and terminal sales channels. Through these events, they quickly deliver products to sales points, occupy as much capital and shelf space as possible, and create a powerful market offensive and hot-selling scenario.

Distributor order conferences can be categorized by client type into those targeting distribution clients and those targeting sales outlets, and by venue into on-site and door-to-door events. This article focuses on on-site order conferences. While on-site events are a powerful and quick promotional method, if poorly executed, they can easily become "eating and drinking gatherings" with lively scenes but few orders, or poorly attended events that cause embarrassment. Therefore, attention to details is crucial for a successful on-site order conference.

**Three Objectives and Two Pitfalls of an Order Conference**

A successful order conference typically helps distributors achieve the following three objectives:

**Increase Sales**
In a specific region, the distributor organizes the event with the support of company sales staff, inviting second-tier wholesalers and large retailers. Through product introductions, policy presentations, and on-site prize draws, attendees are encouraged to place orders, typically starting at 100 cases per customer. A single event can generate millions in sales, achieving a month's sales volume in one day.

**Develop New Customers**
For entrepreneurs interested in becoming second-tier wholesalers, order conferences are an ideal entry point. Distributors can leverage the favorable atmosphere and promotional policies to directly recruit them as their second-tier wholesalers.

**Transfer Financial Pressure and Enhance Relationships**
It's common for distributors to face capital shortages that affect sales. Order conferences allow them to collect funds from participating businesses in advance, with delivery scheduled days later. This not only temporarily uses second-tier wholesalers' funds to ease cash flow but also gradually builds a regional alliance sharing capital, network, and warehousing. Additionally, many distributors have minimal interaction with local second-tier wholesalers and retailers beyond occasional business. Such events bring together clients with direct or indirect business ties, fostering emotional connections and strengthening cooperation.

Due to inadequate execution, insufficient capital, or poor attention to detail, distributors often fall into two pitfalls:

**Going to Extremes**
Distributors or sales managers unfamiliar with organizing such events may lean too far in one direction. The "left" extreme involves a formal meeting with endless speeches, feeling like forced indoctrination. The "right" extreme reduces the event to mere eating and drinking with a brief mention of promotional policies.

**Losing Control**
Some distributors fail to maintain proper boundaries, resorting to unfair competition tactics or failing to honor post-event policies. In such cases, it's better not to hold the event at all.

**Pre-Event Research: Finding the Entry Point**
Understanding the practical significance and potential pitfalls, it's clear that details determine success. The first critical detail is pre-event research.

**Survey Customer Relationships**
After deciding to hold an order conference, distributors should extensively visit the market to gather information, especially resolving any outstanding issues with customers and deepening relationships. The success of the event heavily depends on customer relationships; poor relationships lead to low attendance. Therefore, pre-event surveys are essential to avoid a situation where "the food is ready but guests are hard to invite." Even if the distributor is confident, careful planning and invitations are necessary, and actively inviting customers is a challenge.

Through customer visits, identify any issues in business operations, even minor ones, and address them early. Conduct market research to gauge customer interest in specific policies, propose initial ideas, and test their willingness to attend. Also, determine the best times for customers to attend, as different channels have different peak hours: e.g., agricultural market customers are busiest early morning and evening; school-area customers are busiest on Sundays (or during school drop-off/pick-up for primary schools); township customers are busy on market days; residential area customers are busy during commute times. Additionally, consider major customers' important commitments. This information helps finalize the event timing.

**Survey Competitor Activities**
Gather information on competitors' promotional policies, potential conflicts with your event, customer opinions about competitors, and how to avoid similar issues. Also, check when other manufacturers and distributors (especially in alcohol, large food, and beverage sectors) are holding their events to avoid scheduling conflicts.

**Develop a Strong Theme**
Many distributors don't put thought into the theme, thinking a simple event doesn't need complexity. Common themes like "XX Brand 2011 Order Conference" lack creativity and fail to impress. A well-crafted theme enhances brand alignment and gives distributors confidence in mutual market success.

**Determine Scale**
Distributors should estimate the number of attendees: how many will definitely attend, how many need strong invitations, how many won't attend but will order, and how many might attend only with manufacturer involvement. Confirm feasibility, set time, venue, and number of banquet tables. Plan the budget, identifying which costs the manufacturer can bear directly, indirectly, or share. Be creative with expense categories and adjust sales staff commissions to ensure the event yields a surplus.

**Use Policies to Entice Customers**
Crafting effective policies requires significant effort. A novel policy attracts participation, and among multiple linked policies, one standout highlight should drive excitement and stimulate ordering desire.

**"Come and Get"**
Offer gifts to all attendees, with perceived value, either from the manufacturer or as product combinations.

**"Order and Win"**
Policies should be more generous than usual, making customers feel they won't see such support again. Gifts should have value and relevance, such as complementary products (ham sausage, rice, salad oil), or items like appliances, vehicles, bedding, travel, training, or concert tickets.

**"Order More, Win More"**
Set tiered policies to encourage larger orders. The tiers should consider the typical order amount of most customers while also motivating large accounts.

**"Win Again"**
Include prize draws with raffle tickets based on order tiers, giving customers multiple chances to win and boosting their enthusiasm for larger orders.

Emphasize that the event is cash-only with no credit, to avoid fake orders and prize fraud. If a customer insists on credit, require a salesperson to guarantee payment within a specified period (third-party guarantees pressure both parties and encourage repayment through other means). After finalizing policies, communicate with loyal customers first to secure support and prevent a cold scene.

**On-Site: Control the Atmosphere**
Controlling the pace is crucial; a smooth flow boosts ordering enthusiasm and creates a hot atmosphere that exceeds expectations. Therefore, pre-plan the schedule, rehearse, and assign roles.

**Venue Setup: Highlight and Atmosphere**
The theme should be prominent and visible to all attendees. Ensure microphones and speakers work, and background music is positive and impactful. Product displays should be novel and eye-catching, with clear price tags and product manuals. Decorate with hanging flags, posters, banners, roll-ups, X-stands, and players; use a projector if possible for clearer visibility. Hang banners outside to guide attendees, and consider arches, balloons, and product inflatables.

Pre-assign seats to avoid seating conflicting customers together and to prevent leaks of sensitive information. Prepare the cashier area with sufficient receipts, invoice supplies, and counterfeit detectors; have POS terminals for card payments and ensure cash security. Remind customers to keep their receipts and raffle tickets.

**Combine Pre-Event and On-Site Invoicing**
Nowadays, few brands actually write many orders on-site; most collect money beforehand, especially from large accounts. On-site orders come from smaller customers and impulsive buyers influenced by the atmosphere. Pre-event invoicing also helps control costs, preventing overruns due to unexpected attendance and avoiding a cold scene if brand influence is insufficient.

**Create a Lively Atmosphere**
The more vibrant the atmosphere, the higher the enthusiasm to order, especially among small and hesitant customers. Atmosphere isn't just about hardware like backgrounds, X-stands, banners, and flags; it also requires soft elements. For example, coordinate with loyal distributors to increase their on-site order amounts to trigger competitive ordering. Offer awards for the highest on-site order and the highest cash order to stimulate participation.

If budget allows, extend the atmosphere to the hotel and even main streets, which is effective for township customers and county-level events.

**Include Prize Draws and Gifts**
If gifts are given beforehand or not offered, attendance will drop; a mere meal is no longer attractive. Make customers feel they must attend to receive gifts and participate in draws, ensuring accurate attendance and high energy.

**Boost Attendance**
On the day, check all preparations early. Front desk staff should handle reception, registration, and gift distribution, ensuring one gift per customer to avoid duplicates. Sales staff should warmly greet customers, stay attentive, explain policies, and assist with orders without neglecting anyone. Monitor attendance and call absent customers to encourage their presence. Arrange orders efficiently, especially for key customers who can lead by example (some can order before the event to avoid congestion).

Control the pace to avoid dragging; keep product introductions under half an hour, interspersing customer order updates to build momentum. Include manufacturer speeches to show support.

When introducing products, explain how they will sell through, addressing concerns about slow sales and returns. Pay attention to customers who haven't ordered; during the meal, sales staff should work to convert them, leveraging the discomfort of not ordering, and use existing orders to encourage others.

**Post-Event Follow-Up**
After the event, quickly summarize, apologize to any neglected or dissatisfied customers, and consider small gifts as compensation. Thank active orderers to strengthen relationships. Coordinate with the manufacturer for stock, deliver orders promptly, and offer modest support to non-attendees. Monitor customer sales and adjust to prevent overstocking and returns. For customers ordering more than five times their usual volume, consider staggering deliveries to avoid warehouse congestion. Communicate with the manufacturer for expense reimbursement and express gratitude.

**Post-Event Control to Prevent Exploitation**
Order conferences vary, but for large orders, customers may pick up in batches or pay in installments. Sales staff must stay informed during routine sales; if information is delayed or financial records are inaccurate, customers or staff could exploit loopholes. Many companies neglect post-event control, unaware of these risks.

The best and most effective method is to use order conference management software for tracking and analysis. For example, Suzhou Youshang Software's S6 system includes a dedicated module that links with sales staff's mobile apps, allowing them to monitor each event's execution. This helps distinguish revenue from order conferences versus normal sales, and track receivables and collections accordingly.

**-END-**

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