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Running village and town routes is an inevitable and key part of building distribution channels for county-level distributors. How to smoothly navigate this process and manage salesmen effectively is a subject worth studying. The author has compiled some management tips for rural salesmen, hoping they will be helpful to your business.
I. Preparation Before Going to the Countryside
First, clarify the area you will visit today. Review the recent sales records and outstanding balances of customers in that area. Check whether products ordered by phone have been loaded onto the vehicle. Ask the boss if there are any promotional flyers, promotional items, or special policies for specific customers, as well as product marketing policies. Based on this, consider whether nearby customers might have similar product needs.
When loading the vehicle, ensure products are intact, leak-free, and not dusty. For seasonal products, load more stock. For newly arrived products, first create a customer plan, then load accordingly.
Prepare necessary personal and work items, such as a water bottle, mobile phone, and sales order forms. Also bring the contact list of relevant manufacturers' salesmen.
II. Visiting Retail Stores
Stock Checking: At each retail store, first check the sales status of products left from the last visit. For products that sold well, remind the retailer to reorder promptly. For products that were left but haven't sold at all, especially new products, ask the retailer to understand the reason and provide your own sales suggestions. If you cannot resolve the issue, report it to the boss after work and ask for a solution.
For products on shelves, check if they are placed in a prominent position. Replace any leaking or dirty products promptly. For products on the floor, check if they are buried under other manufacturers' products, especially those currently selling. At each store, place and display product flyers and posters properly. If flyers and posters are not fully utilized, help the retailer arrange them.
Business: If the retail store is busy, actively help out while observing which types of products are selling. If you have similar products, take the opportunity to discuss your products with the retailer. If not, gather market information for future reference. If the store is not busy, sit down and chat about the market, life, etc., but keep the core purpose in mind: to gather information for your sales.
If the retailer is not present, leave relevant product flyers so you have something to talk about on the next visit. If the retailer says it's not time to stock up yet, first check if they have similar products from other manufacturers. Even if it's truly not time, still put up product flyers and posters to leave an impression for future follow-up.
III. Handling Common Objections
"Your product is too expensive and doesn't sell well." This is a classic "price objection." Don't be led by the customer; shift the focus from price to value. For example, say "Good things are never cheap." Use numerical analysis: since the retailer says it's expensive, they must have cheaper alternatives. Ask what ingredients, concentration, specifications, price, cost per mu, profit, and manufacturer of the cheaper product. Then analyze it for them.
If our product is actually cheaper when calculated, explain that consumers don't want the cheapest product but the most cost-effective one. If our product is indeed more expensive, explain that product quality is different, and use physical identification methods or brand value to prove our quality is superior. If you can't articulate it, immediately ask the manufacturer's salesman for advice on how to respond. You can lose one customer over a question, but don't let the same question stump you with a second customer. Also, inform the customer about our promotional measures, so they understand that although our product is pricier, it's easier to promote.
"I already have too many similar products in my store (I just took someone else's product, so I won't take yours)." The retailer's real intention is not to reject your product. If they have many similar products, it proves there is high demand in the area. Understand that the retailer is actually asking: "Give me a reason to take your product."
So, first check which manufacturers' similar products they have, their concentrations, prices, and profit margins. Then summarize the shortcomings of their existing products, such as low profit or poor efficacy. Then say: "You're right, I see you have many similar products, but the biggest difference between our product and your current ones is... (discuss from profit and promotion prospects). This difference is exactly why it's worth promoting." If all else fails, say: "Take a small quantity and try selling it. If it doesn't sell, I'll take it back."
"Your product's price is chaotic; I'm not making money." This is an inevitable stage when a product transitions from introduction to maturity. When this issue arises, focus on the interests of large retail stores. Ask what price they're selling at and which customer is disrupting the price. Then report the issue to the boss.
IV. Techniques for Discussing Products with Retailers
When introducing a new product, first understand its unique selling points. Then identify the customer's needs, such as whether the product has market potential locally and whether they are satisfied with the efficacy or profit of existing similar products. If your product's features meet the customer's needs, the likelihood of them taking your product increases significantly.
When facing a "big store bullying" situation, use the "camel strategy" (i.e., be patient and persistent).
When discussing your product, be mindful of the psychological battle. Avoid attacking competitors' products directly. Instead, first acknowledge their merits, then gently point out any shortcomings. Because "every potter praises his pot," if you criticize others, the retailer will think you're biased.
Use successful sales experiences from other retail stores as testimonials.
If you encounter a technical question you don't understand, honestly tell the customer, then consult relevant personnel and provide an answer later.
V. Business Common Sense
Customer size is relative; only customers who help us significantly are big customers.
Don't neglect large markets; even small customers can generate big sales, so they deserve more follow-up effort.
If a product doesn't sell due to high price, you can either let the customer take a smaller quantity, or conduct a trial to demonstrate that the product is worth the price. Additionally, report to the boss to consider a promotional plan (e.g., advertising, prizes for orders).
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About Us: WeChat Name: FMCG Distributor Professional Consulting and Management Account Introduction: 20 years of experience in FMCG distributor operations and management, specializing in distributor internal affairs.
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