Text | Vision Consulting Yang Jinyou "Do market in the off-season, do sales in the peak season," but when the peak season actually arrives, sales haven't increased or haven't risen much. What's the reason? Is it that our product is not good or the market is saturated? In my opinion, it's because sales staff didn't do a good job in the off-season. So how exactly should we do market work in the off-season? Some sales staff adopt a "wait, rely, ask" attitude: waiting for time, relying on policies, and asking for promotions. But this is just inventory transfer, and over time, the channel will drift away from us. So in the off-season, besides routine display, visual merchandising, and market atmosphere creation, how should sales staff work on the market and terminals? 1. Sort out the market product structure Sales staff are the first responsible persons for their market, knowing best the product information of their own market. Based on past peak-season sales performance, they can understand market products from the following aspects: 1. Who? Who are the best-selling products? If the best-selling products are competitors', then which of our products is the most powerful countermeasure? What are its advantages and disadvantages? If the best-selling products are ours, then which competitor poses the biggest threat? What are its advantages and disadvantages? 2. How much? Understand consumption tiers. Classify best-selling products, identify blank consumption tiers in the market, and understand what consumption types each tier represents. 3. What? For each of our products, the sales staff must have a clear positioning of their market: which product is the company's flagship, which product can help with volume, and also segment which products are suitable for which terminals in their market. 2. Organize terminal network relationships and draw a network map When organizing the terminal network relationships, draw the terminal network map from two angles, forming lines from points and surfaces from lines. Then, opinion leader terminals drive ordinary terminals, forming a comprehensive terminal market for the sales staff, ultimately establishing a healthy ecological terminal circle. 1. Opinion leader terminals. Sales staff should correctly identify how many opinion leader terminals exist in the market, and clearly know the radiation area of each opinion leader terminal, how many ordinary terminals can be influenced, driven, or have influence on their purchasing. Also, understand the sales volume of each opinion leader terminal and how much sales of ordinary terminals they can drive, and summarize this, drawing a relationship network map for such terminals. When the peak season arrives, they can reasonably estimate the market's sales and correctly decompose sales targets. 2. Ordinary terminals. Classify these terminals, clarify which opinion leader terminal each is influenced by and the degree of influence, and attach ordinary terminals under the network of the opinion leader terminal relationship, drawing a relationship network map between ordinary terminals and opinion leader terminals, forming a top-down network relationship line. Use multiple such lines to draw a comprehensive market network terminal surface. Also, identify which terminals are isolated and not influenced by any opinion leader terminal, so that when the peak season comes, sales staff can have comprehensive control over the terminal network, clarify work priorities, and proceed methodically. 3. Build a terminal information database This type of database tests the sales staff's understanding of terminals, comprehensively mastering all aspects of terminal information, mainly including: family situation, boss preferences, what the boss cares about most, and who has decision-making power. This will help in future customer relationship maintenance and finding breakthrough points when products enter stores. 4. Analyze terminal past sales directions Sales staff should analyze sales at terminal outlets, clarifying their sales directions: are they retail, banquets, or group purchases? What are the sales amounts in each direction, and are buyers in each direction acquaintances or strangers? Are they mobile or fixed target consumers? This way, when the peak season comes, they can accurately recommend suitable products to terminal stores, and also provide correct judgment basis for opinion leader terminals when selecting products, facilitating quick product introduction to the ordinary terminals they radiate. 5. Expand banquet networks In the off-season, use the terminal network sorting to establish banquet relationship networks, partnering with people recommended by terminals who can drive banquet business, sharing profits. 6. Enhance personal added value Charismatic sales staff are not only excellent in business ability but also bring value services that customers care about beyond work. Sales staff should integrate their existing resources, and when sorting terminal networks, understand each terminal's operating status in detail, especially the future business direction of opinion leader terminals, so they can provide constructive suggestions for terminal development, gradually increasing the stickiness with terminals and enhancing their own added value. If sales staff do routine work well and also work the market this way in the off-season, rather than "wait, rely, ask," and do the peak-season work in advance, then when the peak season comes, sales will naturally increase. -END- The best FMCG distributor learning platform in China Focuses on providing professional, practical, and applicable 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 number below to get corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operations | 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 sales | 015 Internet, brands | 016 Distributor B2B transformation | [Long press QR code to follow]