---
title: "Master These 26 Response Scripts: Terminal Distribution Doesn't Have to Be So Hard!"
description: "This article provides 26 practical response scripts for salespeople to handle common objections from retail store owners during product distribution, helping to promote new products and increase profits."
author: "邹文武"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2019-07-26"
language: "en"
canonical: "https://xinjignxiao.com/en/articles/master-these-26-response-scripts-terminal-distribution-doesn-t-have-to-b-57e3cf54/"
markdown: "https://xinjignxiao.com/en/articles/master-these-26-response-scripts-terminal-distribution-doesn-t-have-to-b-57e3cf54.md"
original_source: "https://mp.weixin.qq.com/s/XafWSECTTLJ5SWuwWCRIkw"
translation: "https://xinjignxiao.com/zh/articles/%E6%8E%8C%E6%8F%A1%E8%BF%9926%E4%B8%AA%E5%BA%94%E7%AD%94%E8%AF%9D%E6%9C%AF-%E7%BB%88%E7%AB%AF%E9%93%BA%E8%B4%A7%E4%B9%9F%E6%B2%A1%E6%9C%89%E9%82%A3%E4%B9%88%E9%9A%BE-57e3cf54.md"
attribution: "New Distribution — https://xinjignxiao.com/en/articles/master-these-26-response-scripts-terminal-distribution-doesn-t-have-to-b-57e3cf54/"
usage_policy: "https://xinjignxiao.com/ai-policy.txt"
---

# Master These 26 Response Scripts: Terminal Distribution Doesn't Have to Be So Hard!

> This article provides 26 practical response scripts for salespeople to handle common objections from retail store owners during product distribution, helping to promote new products and increase profits.

Click 'Read Original' for details.
**When we salespeople are distributing or taking orders at retail terminals, we often find that store owners only want the few hot-selling items. Every time we recommend new products or profitable but slower-moving items, we face all kinds of rejections!**
**It's always 'no shelf space' or 'no money' or 'it won't sell well,' but a good salesperson should be promoting new products or profitable items, as this directly impacts the company's economic benefits. As everyone knows, hot-selling products are sold not only by our own salespeople but also by secondary distributors, so profits are already bottomed out. Dealers probably make little money no matter how much they sell!**
How to get new products to the terminal and in front of consumers is key to a successful new product launch. Based on new product promotion experiences, here are common communication techniques and methods summarized for reference:
**1. Store Owner: 'This new product isn't the best in your line, so why should I stock it?'**
Salesperson: 'Boss, not every product is the best in its category, but each tier has its own consumer base, and every product we offer can genuinely increase your profits. It's like cars: Mercedes has its buyers, but doesn't Santana also have buyers? And it's undeniable that more people ride in Santanas than Mercedes.'
**2. Store Owner: 'No consumer has asked for this product, so it won't sell well.'**
Salesperson: 'Boss, while I'm telling you about other stores' success, consumers are already buying this product in large quantities elsewhere. You probably know that impulse buying influences consumer decisions. If consumers have seen ads for this product on TV or other media and then spot it in your store, they'll likely want to buy it, and they might become repeat customers. That brings you not just profit from this product but long-term gains.'
**3. Store Owner: 'I can't stock this product; I have no shelf space.'**
Salesperson: 'Boss, I don't think that should be a reason not to stock it, because consumers have a demand for it. Now that Spring Festival is over and it's getting warmer, gift box products will sell less. You could free up some space for this product and earn more profit. Since it's your first order, I suggest you start with a small quantity—one case or two?'
**4. Store Owner: 'I stocked this before, but it took me a long time to sell.'**
Salesperson: 'Consumers need time to accept new products. Initially, they were unfamiliar with the product's quality, but now they know it well. What used to take a month to sell can now sell in less than a week. Why not take a few cases today? Oh, I also brought promotional posters for this product. Let's decorate your store. When consumers see the poster and you recommend it, it would be surprising if it didn't sell well.'
**5. Store Owner: 'I already have two of your products; I don't want any more.'**
Salesperson: 'Since you have two, it shows consumers here accept them. You know that different consumers have different needs, and even the same consumer's needs change over time. So, offering more choices helps meet consumer needs better and increases your profits. I suggest you stock this one too.'
**6. Store Owner: 'I don't want this large size.'**
Salesperson: 'Boss, this large size is developed for special families, especially those with many members who use it for cooking. I know many families go to distant farmers' markets to buy this large size, and some buy in bulk to reduce trips. If we can offer this product to these families, they won't have to travel far. That way, your profitability improves.'
**7. Store Owner: 'This size doesn't sell in my store.'**
Salesperson: 'Boss, I know this size isn't the fastest seller here or elsewhere. Even though there aren't many customers, some still buy it. If everyone else stops selling it and you're the only one, you'll have more customers. Besides, these customers don't come just for this product; they'll likely buy other items too.'
**8. Store Owner: 'I don't need to stock two or three sizes of every product; I can't compete with big stores.'**
Salesperson: 'Boss, research shows that when consumers can't find what they need, 40% delay their purchase, and 60% go to another store. Do you want to let profits slip away? Having what others have, and more, is your best bet.'
**9. Store Owner: 'I don't want to stock it now; I'll wait until someone asks.'**
Salesperson: 'Boss, that not only loses a sale when someone asks, but also sends your regular customers to the store next door or across the street. Think back: when we launched [brand names], no one asked for them beforehand. Now they contribute significantly to your sales and profits. So, we have every reason to believe this new brand will succeed too.'
**10. Store Owner: 'I don't need all three sizes; I'll start with one and add the others if it sells well.'**
Salesperson: 'Boss, our market research shows the sales ratio for the three sizes is 30%, 50%, and 20%. If you only stock one size, you get only 30% of the business. If you stock all three, you get 100%. Our research also shows that during a product launch, stores with all sizes sell several times more than those without. If a consumer wants the larger size and you only have the small one, your competitor—who has all sizes—gets the sale. Let me put these three products together as a case. See which sells best this week, and next time you can order a full case of that. For slower sellers, order less. This reduces risk and increases profit.'
**11. Store Owner: 'Why should I help you launch this product?'**
Salesperson: 'Boss, you're not launching it for us. Some manufacturers rely on retailers to promote new products, which means they don't understand the sales potential or don't want to spend on promotion. For them, selling to retailers is the end. But we run various promotions and strong ad support. Consumers will associate the new brand with your store due to ads and promotions, and they'll be interested in trying it. So, give it a chance.'
**12. Store Owner: 'Since you're factory-direct, why is your price to small stores higher than the wholesale market? Are you taking too much commission?'**
**First set of answers:**
**a. We deliver to your door, even anytime and in any quantity, which increases our costs.**
**b. Wholesale markets only offer discounts for large quantities, but our delivery has no minimum.**
**c. Show the store owner our daily visit reports or promotion tracking sheets to explain that our salary isn't tied to sales volume and we don't earn commission. Our pay depends on the number of stores we distribute to and helping owners improve store image.**
**Second set of answers:**
**d. Since we're factory-direct, you don't risk buying fakes that hurt your profits and reputation.**
**e. Our supply is stable; regular visits ensure you don't run out, and in times of shortage, we prioritize our direct customers.**
**f. Our hot products are always available at stable prices to meet your needs, unlike the volatile wholesale market.**
**g. Even if you need just one or two cases, we deliver immediately, so you don't tie up capital and improve cash flow.**
**h. Our salespeople help you manage shelves and put up posters, improving your store image and increasing business opportunities.**
**13. Store Owner: 'What if we can't sell it? Will you take it back? What if you don't keep your word?'**
Salesperson: 'Boss, our products are developed after market and consumer research, so there will be buyers. Look at our previous products—they all took off. If sales are poor here, we can exchange them. Just notify us within the specified time, and we'll swap for fresh stock free of charge.'
**14. Store Owner: 'Give us some free stock or credit, or we won't take it.'**
Salesperson: 'Boss, you know our company never sells on credit. Besides, our new products are developed after thorough research to help everyone make money. You know from experience that new products have the highest margins. Ask Boss Zhang from Guangming Road—last week he sold over 100 cases of this product. At a profit of 5 yuan per case, that's over 500 yuan from this one product, more than all his other products combined.'
**15. Store Owner: 'This product's margin is too low; we won't sell it.'**
Salesperson: 'Boss, branded products usually have lower margins but higher volume, so volume compensates. Also, branded products can attract customers. When they come for this product, they'll see other items and buy them too, bringing extra profit.'
**16. Store Owner: 'No money; we've used up our budget on other products. No orders today.'**
Salesperson: 'Boss, a case costs only a few dozen yuan, but it can bring more than that in profit. Plus, we have reliable service. Your neighbors across the street and next door have already ordered. If a consumer comes here for this product and you don't have it, they'll go there, and you lose a sale. Our business relies on repeat customers. If they can't find what they need, they might become someone else's regulars.'
**17. Store Owner: 'Your product looks smaller than [competitor's].'**
Salesperson: 'Boss, let's weigh them. They're the same weight (they are; the size difference is due to thickness). Think about it: which is heavier, [ingredient] or starch? Same weight but ours looks smaller, meaning it has more [ingredient], which consumers prefer. So, one case or two?'
**18. Store Owner: 'Your product has low [ingredient] content, too much starch, and doesn't taste good.'**
Salesperson: 'Boss, we've developed high, medium, and low-end products to match consumer spending levels. High-end targets urban premium consumers; low-end targets the mass market. The low-[ingredient] product you mentioned is probably the standard grade. We have high-[ingredient] options here—[product names] have especially high [ingredient] content. How many would you like?'
**19. Store Owner: 'I can't decide; my wife handles the money. She has the final say.'**
Salesperson: 'Boss, a case doesn't cost much. If needed, I can cover it for you? I doubt a big boss like you would let a small salesperson do that. This is your call. Business isn't like mahjong. If your wife gets upset, I'll treat you to a meal later. So, how many this time?'
**20. Store Owner: 'I'll just take [product]; I'll order the others next time. I don't know when I'll sell this case.'**
Salesperson: 'Boss, how about this: I'll leave 30 units of each of the three new products, making exactly one case. Same price, but you'll have a variety. Next time you order, you can get a full case of the best seller and less of the slow movers. That way, you have no risk.'
**21. Store Owner: 'Why is your product one yuan more expensive than [competitor]?'**
Salesperson: 'Boss, you get what you pay for. Different products can't be compared directly. Both are cars, but a Mercedes can sell for millions, while a Santana at a million—you wouldn't take it, right? Also, one yuan per case is only a cent per unit, which doesn't affect your profit. Our product is a brand name and can attract customers, bringing you more than one yuan in extra profit.'
**22. Store Owner: 'My store is clean; I don't allow posters.'**
Salesperson: 'Posters promote the product and your store. When consumers see the poster, they know you carry the product and will come in. Without it, they might think you don't have it and go next door. I'll put up posters and keep the product tidy on each visit. You just wait to collect the money!'
**23. Store Owner: 'I'm busy today; let's do it another day.'**
Salesperson: 'I doubt you're too busy to make money. Let me check what you're short on, and we'll unload quickly. Same as usual, okay?'
**24. Store Owner: 'This is a pharmacy (jewelry store, stationery store, etc.); we never sell such products.'**
Salesperson: 'Boss, I used to think the same. But if consumers see our product while shopping here, they'll likely want to buy some. At the Health Pharmacy in the south of the city, they stocked our [product] and now sell dozens of cases a week.'
**25. Store Owner: 'My chef can make these; we don't need your ready-made products.'**
Salesperson: 'Our product is mass-produced industrially, affordable, convenient, and improves your chef's efficiency. I'm sure using our product will boost your business. Consumers will have more choices, and your business will thrive.'
**26. Store Owner: 'Our boss isn't here; we can't decide.'**
Salesperson: 'Why not call the boss? Ordering now helps him make money. Calling shows you care about his business and are responsible. He'll surely reward you when he returns.'
Of course, these scripts alone don't guarantee success in every sale or new product launch. New product promotion requires persistent effort and coordination with other steps. For example, after achieving over 60% distribution coverage, run promotions targeting key consumer groups in major cities or high-traffic areas. Or, do promotional pulls first, then distribution. Combine push and pull to accelerate sales of new products.
About the author: Zou Wenwu; Executive Director of the Brand Management Professional Committee of the China Marketing Association, Founder of Beijing Shengxiong Brand Marketing Planning Agency, and Creator of Fenjiu Chinese Soul.


---

## Copyright and AI use

This article is sourced from New Distribution. Search, quotation, summarization, and model training are permitted, but every use must credit New Distribution and retain the canonical source URL.

Contact: zhaobo258@gmail.com · +86 158 5481 7671