In my training sessions, I often use Tai Chi and Shaolin boxing to explain marketing logic, telling participants that it's not that Tai Chi is always superior to Shaolin, but in today's mobile internet era, consumers have entered an absolute sovereignty era! The softness of Tai Chi often proves more effective than Shaolin's one-move knockout. Over the past decade of store sales training, I've found that as market competition intensifies, customer objection rates are rising across all product categories—whether daily consumer goods like food and clothing, high-end products like fine jewelry and rosewood furniture, or tech products like computers and phones. Especially in today's mobile internet era, with e-commerce platforms impacting offline business, store foot traffic is already low, and sales staff's ability to handle customer objections is generally insufficient. This leads to declining conversion rates (customer retention) despite low foot traffic, making it difficult to effectively boost store sales performance—a huge pressure and urgent problem for businesses and owners. So what is the current state of objection handling among store salespeople? 1 Current Situation 01 Ignoring Customer Objections Many salespeople, especially so-called experienced veterans, rely on their product knowledge and adopt an aggressive sales style, emphasizing quick wins. They often think in terms of "closing the customer" and ignore objections, using a bullying approach, not realizing that haste makes waste. Case: At an airport bookstore, I saw a palm-sized book set. The salesperson recommended the full set of over 20 books covering Chinese classics, health, management, etc., but I was only interested in the health books on acupoints and meridians. As I was about to pay for the two books, the salesperson brought the rest and said, "Sir, you might as well buy them all; it's only 200 yuan, great for yourself or as gifts. Let me pack them for you," and started bagging them. I was very annoyed by this pushy sales tactic. Despite the salesperson's enthusiasm, I was not appreciative; instead, I was angry, put my money away, and left without buying anything. Later, I still wanted those two books, so I bought them online. Another scenario is when salespeople directly reject or ignore objections, especially in high-end stores with strong brand influence and good business. Case: In a high-end men's clothing store, a customer liked a jacket priced at 3,500 yuan and asked, "Can you give me a discount?" The salesperson responded coldly and arrogantly, "Sorry, we're a brand store; new arrivals are not discounted." The customer left in a huff. 02 Not Distinguishing Objections Many salespeople cannot quickly and accurately identify the real objection, not knowing where the customer's concern lies, ultimately failing to resolve it. Case: In a computer store, a customer was browsing many computers. The salesperson said, "Which one do you like? If you really want it, I can give you a discount." The customer didn't respond and continued examining a particular computer. The salesperson added, "This display model is on special; it's a great deal. Originally 3,680 yuan, now only 2,880 yuan, and it's the last one." The customer said, "Cheap goods aren't good; who wants a display model?" and left. Experienced salespeople would see that the customer's objection wasn't price but which computer suited them best. The salesperson should have explored the customer's needs and introduced the computer's specs and performance, not just pushed a discount. 03 Difficulty Resolving Objections Sometimes customers raise tough objections, like haggling excessively, making unreasonable demands, or requesting returns after purchase due to issues. Salespeople may lack skills or authority, leading to lost sales. While some objections are hard to resolve, they aren't impossible if effective methods are found. Case: When I was a marketing consultant for a bathroom brand, I visited a store and saw a customer interested in a basin priced at 3,900 yuan but objected to the price. The company allowed the salesperson a 100-yuan discount and the store manager an 80-yuan discount. The salesperson offered a 30-yuan discount, but the customer refused, thinking it too little. The salesperson then offered 50 yuan, but the customer noticed the increase and kept pushing. Despite the salesperson saying no more, the customer persisted, and the salesperson gave the final 20 yuan. This disappointed the customer, who expected a larger discount and started to leave. The salesperson said, "Wait, let me ask the manager if we can do better." The customer agreed and waited. The salesperson spoke with the manager and returned smiling, "The manager said we can give you 80 yuan off, no more." The customer got angry, "Your prices are too inflated; you're playing games with us. Forget it, I don't want it," and left. 2 Reasons 01 Lack of Psychological Training I've summarized the "532" model for successful sales: 50% depends on mindset, 30% on ability, and 20% on resources. A top salesperson is first someone with excellent psychological quality, which many, especially newbies, lack. Let's revisit the clothing case in Situation 1. When the customer asked for a discount, the salesperson didn't analyze the customer's psychological needs or empathize, just coldly said no discount, making the customer lose face. The customer just wanted a bargain, not that they couldn't afford it. Training to strengthen salespeople's psychological quality not only boosts their passion for sales but also teaches them to face objections and challenges, improving their ability to resolve them, leading to significantly better store performance. 02 Lack of Resolution Methods Salespeople lack effective training, experience, and methods. When faced with difficult customers, they often lose composure and lose deals that could have been won. Let's look back at the case in Situation 3. This might happen in your store too: you give all the discount space, and the customer still walks away. Why? Clearly, the salesperson didn't know how to make price concessions. The concessions were unconditional, making the customer feel they could easily haggle, and the increasing discounts made the customer suspicious of the price's integrity. The correct approach is not to concede easily; start with a larger concession but with conditions, like purchase quantity or other terms. If the customer can't meet them, then offer a smaller concession, making the price seem firm and fair. 3 Essence of Success 01 Locking in Customers I often say in training that three key factors determine store sales: salespeople, products, and customers. The most important is the salesperson; only high-level salespeople can maximize foot traffic and retention, i.e., lock in customers. Case: In a furniture store, a young couple left after detailed browsing. The salesperson quickly approached and said, "Thank you for visiting. May I ask you a question?" The woman said, "What?" The salesperson said, "Could you tell me why you didn't find suitable furniture? Is it style or price?" The woman said, "Style is fine, but the price is too high." The salesperson said, "Do you want cheap products or value-for-money products?" The man asked, "What do you mean?" The salesperson explained, "Cheap products may be low-priced but quality isn't guaranteed. Value-for-money means the best cost-performance, not necessarily the lowest price but the most practical." The woman said, "Definitely value-for-money." The salesperson said, "I can see you're sincere. Which one do you like? I'll introduce it in detail, and I can ask the manager for a discount. Rest assured, you'll be satisfied. Please come this way." The customers were moved by the sincerity and followed the salesperson to the seating area. After a detailed introduction and a discount, they bought over 20,000 yuan of furniture and left happy. In this case, the customer had a price objection and was about to leave, but the salesperson's guidance brought them back, and the sale was made. I often tell salespeople that marketing is like courtship. It starts with trust, and trust requires mutual liking—that "spark." So don't rush to introduce your product like a vendor; instead, help customers choose the best solution from their perspective. If customers always feel you care, help, serve, and move them, objection rates and loss rates will drop significantly. That's locking in customers. 02 Boosting Sales Sales are the bottom line; without sales, everything else is empty talk. I emphasize that to improve store sales, you must not only resolve objections and increase conversion rates but also maximize each customer's purchase amount. Case: Once I wanted to buy dates for a friend. I entered a shop run by an elderly woman and asked, "How much are your dates?" She warmly said, "Young man, these are authentic Xinzheng dates. Are you buying for yourself or as a gift?" "As a gift." "For a regular acquaintance or an important guest?" "For my good friend's parents," I said. "That's important. For important guests, you must give genuine dates, regardless of price," she said. "Are there fake dates?" "Of course. Xinzheng dates are the most famous and delicious. For gifts, you must give Xinzheng dates. Now there are Shanxi, Hebei, and Xinjiang dates pretending to be Xinzheng. You might accidentally buy fakes. Since you're giving to important guests, you wouldn't want that, right?" I said, "Of course. What's the difference between Xinzheng dates and others?" "There's a big difference. There's a saying: 'Lingbao apples, Tongguan pears, Xinzheng dates are sweet as honey.' Xinzheng has an 8,000-year history of date cultivation. The superior Jixin variety and unique growing techniques make Xinzheng dates thin-skinned, thick-fleshed, small-pitted, and sweet. Try one," she said, picking a big red date with tweezers. I said, "No need to taste." She laughed, "Young man, whether you buy or not, it's my rule that you must taste my dates." Moved by her sincerity, I ate the date. She asked, "Isn't the skin thin? Isn't it sweet? And see how small the pit is?" I agreed. "Wouldn't it be proper to bring such dates to visit elders?" "Of course," I said. "Are these definitely Xinzheng dates?" I asked. "Young man, I'm from Xinzheng. My home is in the village of the thousand-year date king. Look at my ID," she said, showing me an old ID card with her address in Xinzheng. Now I was very interested and asked, "How much per jin?" She said, "Do you know how much dates cost at the airport? At least 10 yuan more per jin, and not necessarily as good. My dates are 25, 30, or 35 yuan per jin depending on size. I suggest the 30-yuan ones. If you buy over 100 yuan, I'll give you a free gift box, just as good as the airport's. Look at these boxes." "Okay, I'll take 200 yuan worth of the 30-yuan ones," I said. "Great, I'll also give you a free box of Haoxiangni date slices, worth 20 yuan if sold separately," she said happily, weighing and packing the dates. After I paid, she said, "Young man, since you're visiting elders, why not take two bottles of date flower honey? It's very good for their health and will surely surprise them. Since you bought so much, I'll give it to you at 20 yuan a bottle, original price 40, so it's buy one get one free." She showed me a bottle. I hesitated but thought she made sense, so I paid 40 yuan for two bottles. In this case, the old lady not only resolved my objections about authenticity, origin, and price but also upsold me honey, maximizing the single-customer purchase amount. 4 Solutions Many salespeople, especially new or untrained ones, fear customers who nitpick and find faults. They don't know how to respond, lose composure, or even argue. The customer leaves angry, the salesperson is frustrated, and no sale is made. So how should you handle objections? 01 Respond Positively

  1. Positive mental attitude: "Those who complain are the buyers." If a customer raises an objection, it may indicate interest. Never avoid or passively respond; handle objections with a positive mindset and correct methods. Case: In the TV drama "Qiao's Grand Courtyard," the boss smiles and warmly invites a client to tea. The client tastes it, frowns, and says, "This tea is bad; the Shui and Yuan families have better." The boss is taken aback but doesn't directly refute; he chuckles. The client asks, "What are you laughing at?" The boss says, "I laugh because you might not know that this tea is from the same batch as the Shui and Yuan families'. I supplied them too, and my tea bricks are even heavier by one liang." The client asks why. The boss says, "Do you really want to know?" The client says yes. The boss has a colleague explain in detail, quickly resolving the objection. In this case, the boss faced an unexpected objection but had good psychological quality and experience. He knew the principle that complainers are buyers, used a positive attitude and a gentle laugh to avoid awkwardness, preserved the client's face, sparked curiosity, and shifted the focus from tea quality to weight, quickly resolving the objection.
  2. Acknowledge the customer's feelings. I often say in training: don't hard-sell your product; empathize and help the customer choose what they truly want. That's the mark of a master. Case: In a jewelry store, a customer admired a jade bracelet but said, "Your prices are outrageous! I can't accept this price." The salesperson said, "I completely understand how you feel. Jewelry is a luxury, and many people, before understanding the quality, think it's overpriced. Isn't that so?" The customer agreed. The salesperson continued, "After all, you get what you pay for, right? I can see you really like this piece. How about I spend two or three minutes explaining it in detail? If you still think it's not worth it, we can look at other pieces. You didn't come all this way to leave empty-handed, right? Please have a seat." The customer hesitated but, influenced by the salesperson's sincere smile and inviting gesture, sat down. The salesperson said, "Huitong Jewelry is an international brand with over 50 years of history. Our jade comes from our own mines in Myanmar, ensuring quality and reducing costs. Our high-end pieces are hand-carved and polished by artisans with over 20 years of experience, and each piece is unique—you won't find another identical one. Every piece is insured by a third party and comes with a certificate from a professional gemological institute. As the saying goes, 'Gold has a price, but jade is priceless.' So you can be 100% assured of quality, and it has great value retention and appreciation potential. It's not only worth owning for life but also worth passing down through generations. What do you think?" The customer nodded, tempted, but said, "It's still a bit expensive. Can you lower the price?" The salesperson said apologetically, "We're a brand store with fixed prices, unlike street shops that seem cheap but offer no quality guarantee. How about this: if you pay in cash, I'll ask the manager for a discount." The customer agreed. After consulting the manager, they gave a 5% discount, and the customer happily bought the 6,000-yuan bracelet. In this case, the customer was interested but not ready to buy, using price as a bargaining chip. If the salesperson had directly emphasized value or said it wasn't expensive, the customer wouldn't listen, feeling it was self-praise. So experienced salespeople show empathy—understand feelings but not necessarily agree—and quickly analyze why the product is priced that way, showing it's actually a good deal. The salesperson in the case was clearly experienced and handled it correctly.
  3. Maintain approachability. In today's buyer's market, customers often act superior, even throwing tantrums. I often say: customers are not gods, or they'll lead you by the nose. Treat them like children. So when they object, always stay approachable, making them feel you care, respect, and like them. They'll become more cooperative. Case: Selling a feeling is better than selling a product. I provided service marketing consulting for a well-known flooring company's national stores. To improve approachability, I started with smile training. I required smiles not just showing eight teeth but genuine warmth and sincerity from the heart. I asked each salesperson to practice smiling in the mirror before work until they felt it was their best smile. I encouraged them to love their work and smile all day—smile at customers and keep smiling even when there are none. The company supervised and motivated through assessments, and the program was quickly implemented across stores, receiving high praise from customers and significantly boosting sales. 02 Effectively Distinguish Not all objections are real; some are fake. Salespeople must quickly distinguish between real and fake objections and respond accordingly.
  4. Real objections: These occur when customers have shown interest or spent time learning about the product but raise concerns about price, style, service, etc., and may indicate they'd buy if resolved. Signs of real objections: (1) Whispering with companions but raising an objection. (2) Reluctant to put down the product but raising an objection. (3) Praising the product but raising an objection. (4) Asking about after-sales service but raising an objection. (5) Inquiring about warranty, maintenance, usage, but raising an objection. (6) Being friendly to the salesperson but raising an objection. Methods to distinguish: observation and listening. Handle real objections with questioning and value-added methods, as illustrated below: Case: In a watch store, a young couple showed great interest in a couple's watch. The woman whispered, "Nice style, but too expensive." The man then said loudly, "This watch is too expensive. Can you discount it?" The salesperson used questioning to confirm: "Do you like these cheaper ones?" "No, we like this one, but it's too pricey!" "So if the price were right, you'd take it now?" "Yes, if the price is right." Then the salesperson used value-added method, emphasizing the product's value to reduce the objection's impact: "No problem. You know this is a Swiss brand; there's little room for discount, but I'll ask my supervisor for the best possible price." The customer said, "Okay, please give a big discount." The salesperson got an 88% discount and threw in two original batteries, and the customer happily paid.
  5. Fake objections: These are excuses or evasions to avoid buying or to create obstacles, often to pressure for price or gifts. Signs include: (1) Insincere expressions, avoiding eye contact, e.g., looking down and saying, "This style is too old." (2) Claiming lack of means, like not enough cash, being a wage earner, needing to consult family. (3) Not answering directly or ignoring questions, like "I'll just look" or browsing silently. Distinguish with observation and listening. Handle with selection method or partial closing, as shown: Case: In a phone store, a young man examined a phone model for a long time. The salesperson offered to try the real phone, but he said, "I'm not buying today, just looking. No need to try. Besides, I don't have enough money." The salesperson said, "Handsome, I see you're straightforward. If you don't want to buy, you don't want to waste time. That's fine. My job is to serve customers, whether you buy or not. Shopping requires careful selection to find what you really want. You should try it, and even try several models to find the one you like. Right? Please have a seat. Which one would you like to try first?" (Selection method) "Let's try this one." After trying, the customer was interested but said he lacked money. The salesperson said, "Since you like it so much, I'll make an executive decision: pay a 100-yuan deposit and register your ID, and you can take the phone. I'll also give you 200 yuan in call credit because today is the last day of the promotion; tomorrow it returns to 19,800 yuan with no credit. So you save 300 yuan and gain 200 yuan in credit." The young man ended up buying the phone with his credit card. (Considering the customer's interests wins trust.) 03 Choose the Right Strategy To successfully handle objections, you need the right strategy. Some objections need immediate handling, others are better deferred.
  6. Immediate handling:
  • Important concerns, e.g., "How is the quality? How long does it last?"
  • Objections that block progress, e.g., "You have too few styles; any others?"
  • When resolving the objection leads to an order, e.g., "If the price is right, I'll take five."
  • When the customer might leave, e.g., "If you can't discount, I'm leaving," and heads for the door. Case: A customer entered a tire store wanting a specific model that was out of stock. He wasn't satisfied with the recommended alternative and said, "I heard your tires aren't wear-resistant." The salesperson immediately said, "Your friend must be close, but they might not know that wear resistance depends on road conditions and materials. The model you used is an older product; the one I recommend uses new technology, offering better wear resistance, quieter ride, and better road adaptability. It's slightly pricier but has the best value. Don't you think?" The customer agreed and bought it. Here, the objection about wear resistance had to be addressed immediately to proceed with the sale.
  1. Deferred handling:
  • When you lack authority or certainty, admit you can't answer immediately but will find out.
  • When customers raise price before understanding product features and benefits.
  • When objections can be better proven later. Case: In a computer store, a customer pointed to a computer and asked, "Can you discount this?" The salesperson said, "Let me take two minutes to introduce its specs and features to see if it suits you. Then we can talk price. If you like it, I'll ask the manager for a discount." (By understanding needs and recommending the right product, the customer's price sensitivity dropped, and they ended up buying with free gifts like a bag and mouse instead of a discount.) 04 Resolution Methods Now that we've clarified attitudes and strategies, mastering these practical methods will make you even more effective:
  1. Direct negation: Use when the objection is fundamentally wrong. Case: In a German car 4S store, a customer said, "This car's engine is too loud. On the highway, it would be unbearable. Forget it." The salesperson smiled, "Sir, that's not the case. This is a sporty coupe designed for a powerful, wild driving feel. So at start and low speeds, the engine is louder than Japanese cars, but once you exceed 80 mph, it becomes very quiet. At highway speeds, you can enjoy any music clearly. So the engine sound matches the driving style—both powerful and refined. Why not take another test drive?" The customer said, "If that's true, it's exactly what I want." Another situation is when customers are aggressive; use direct negation. Case: In a furniture store, a customer demanded an additional 1,000 yuan off an already discounted sofa. When refused, he angrily said, "You have no sincerity! What a crappy sofa, is it made of gold? I'm leaving." The salesperson smiled, "Oh, boss, don't say that. As they say, buyers and sellers have different interests. I know you really like this sofa and are sincere. I've already asked the boss for a 15% discount in front of you. Our Dabao brand's philosophy is genuine goods at fair prices. This sofa uses top-grain Australian leather, so the price can't go lower. If I weren't sincere, why would I have spent an hour helping you choose? Have some water to cool down." The salesperson handed the customer a glass of water. The customer calmed down and paid a deposit. When using direct negation, be careful: first, maintain a polite tone; never be emotional or aggressive, or you'll lose the sale. Second, after negating, provide a convincing explanation, like "That's not the case; the fact is..."
  2. Indirect negation (euphemistic turn): Use in three situations:
  • When the customer objects to a feature or style where there's a real shortcoming. Case: In a phone store, a young woman said, "Your phone styles are too few; nothing interesting," and started to leave. The salesperson said warmly, "Miss, you're right; we don't have many styles because we focus on quality over quantity. Each design is unique. May I ask what color you prefer? I can introduce two models." She said, "Pink." The salesperson said, "Great, we have that color in a new model. You'll definitely turn heads." (The salesperson turned the conversation to product introduction.)
  • When the customer doesn't like or need a certain feature. Case: In a phone store, a customer said, "The GPS function is useless to me; I don't drive." The salesperson said, "I understand. You might not use GPS often, but when you do, it brings unexpected benefits. It provides city maps and highlights important places. You can find routes or places like restaurants and gas stations easily, more convenient than paper maps. Even if you don't drive, you travel often, so it's useful. Using it less doesn't mean you don't need it; it can help in critical moments, right?" The customer said, "That's true. I'll take this one." (The salesperson didn't negate directly but used benefit association to highlight GPS value.)
  • When customers object to price before understanding the product. Case: In an international brand computer store, a customer said about a 4,300-yuan computer, "This price is outrageous! Brand X has similar specs for 3,200, and Brand Y for 2,800." The salesperson said, "Yes, our price is higher, but compared to those, this computer isn't expensive." The customer asked why. The salesperson explained, "This is a business model, the best value in its class. It uses genuine Windows 8, and its hardware stability and security are unmatched by home computers." The customer became interested and bought it. (Indirect negation: agree first, then negate.)
  1. Benefit compensation: When a customer points out a shortcoming that's hard to refute, compensate with advantages. Two situations:
  • Price objection with no room to lower. Case: In an appliance store, a customer said about an air conditioner, "Why is this 1.5-hp unit so expensive?" The salesperson said, "It is pricier, but it's an inverter model. At minimum power, it uses only 30 watts, saving at least 300 yuan a year in electricity. In three years, you'll recoup the difference." The customer said, "Oh, I've heard inverters save energy. Okay, I'll take it." (The salesperson used a calculation method to show the benefit outweighing the cost.)
  • When a feature is lacking. Case: In a campus phone store, a female student said, "This phone has too few features." The salesperson asked, "Are you busy with schoolwork?" She said yes. The salesperson said, "Your grades must be good, but you need rest. This phone excels in audio and video, with wireless headphones for cinema-quality sound. Imagine relaxing with music or a funny video after studying. It's a great way to recharge for better study, right?" She said, "That's nice; I love music, especially light music." (Combining handling and benefit association.)
  1. Questioning: When an objection is hard to answer directly, use questions. Situations:
  • When the customer claims a defect that isn't true. Case: In a phone store, a customer said, "Phones nowadays aren't durable; they break if dropped." The salesperson joked, "I believe you didn't buy a phone to drop it. If so, please drop it for me! This phone has a metal body and comes with a free protective case. It's one of the most drop-resistant smartphones; normal drops are fine, but no phone survives a hard throw, right?" The customer said, "True, I'm interested in the metal body." (Using humor to deflect and shift focus.)
  • When the objection is vague; use questions to find the real issue and guide to a differentiator. Case: In a phone store, a customer said, "This model is too ordinary; it's outdated." The salesperson asked, "Do you find the design ordinary or the features average?" The customer said, "The design." The salesperson said, "Yes, it's different from the flashy styles. But notice the piano lacquer finish, rare in this class. The black design exudes maturity and elegance, and black is always in fashion. Unlike colorful designs that fade quickly, this one is timeless." The customer said, "True, it's not trendy but it's classic."
  • When you've already conceded on price but the customer still wants more. Case: In a clothing store, a middle-aged man liked a 5,400-yuan suit. After haggling, the salesperson reduced it to 4,800 yuan, but he said, "Still too high. Forget it." The salesperson asked, "What price would be acceptable? Tell me." The customer said, "3,000." The salesperson said with exaggeration, "You're a master negotiator! You must be joking. At that price, we'd lose money. I've already given you two discounts; that's the bottom line. There's no profit left, and I'd lose my commission." The customer hesitated and bought the suit.
  1. Refuse and concede: When a customer makes an unacceptable demand but you have room in other areas, use this method. It's mainly for excessive price demands. Case: In "Qiao's Grand Courtyard," the client said, "Even if your product is the same quality as the Shui and Yuan families', I won't buy unless you give me a discount." The boss said, "I can't discount further; my goods are heavier by one liang, so I've already given you a concession. But I can help you realize a dream." The client asked, "What dream?" The boss said, "I can make you the largest tea merchant in Russia. By this time next year, I'll have shipped tea to Kyakhta, and even your Tsar will drink tea you've traded." The client's eyes lit up, "That's great! Let's cooperate." This method is to refuse first, then concede in a way that exceeds expectations, making the customer forget the original demand.
  2. Contrast comparison: Compare two or more products to highlight the value of the one you want to sell. Two situations: price comparison or feature/style comparison. Case: In a phone store, a middle-aged customer said, "I don't need 3G; I just call, listen to music, and watch movies." The salesperson said, "Sir, look at this other phone. It has full multimedia features: 8-megapixel camera with smile detection, anti-shake, professional flash, and it can even watch TV." The customer became interested. Marketing is ever-changing, so the above may not cover all objections, and no case or script is 100% replicable. Excellent marketers need top-notch insight. I believe you can learn from these examples, draw inferences, and keep improving to become true masters. -END- The best FMCG distributor learning platform in China Dedicated to providing professional, practical, and actionable training for companies 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 Featured Articles | 002 Distributor Market Operations | 003 Terminal Visit Management | 004 Sales Supervisor Skills | 005 Sales Boost Techniques | 006 Channel Expansion | 007 Managing Distributors | 008 Distributor Development | 009 Distributor Internal Operations | 010 Team Management | 011 Efficient Distribution Techniques | 012 Sales Manager's 18 Skills | 013 KA Operations Strategies | 014 First Lesson for New Salespeople | 015 Internet & Brand | 016 Distributor B2B Transformation | [Long press QR code to follow]