---
title: "Mid-Autumn Festival Stock Pressure: How to Make It Truly Brilliant"
description: "With the arrival of the traditional Mid-Autumn Festival, the white liquor industry enters its peak sales season. Many companies struggling during the off-season hope to use this opportunity to 'press inventory' and turn things around, but despite various strategies, reality often disappoints. In essence, inventory pressure is a common phenomenon and inevitable in sales; the key lies in systematic thinking and marketing innovation to achieve genuine success."
author: "师顺宽"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-09-02"
language: "en"
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# Mid-Autumn Festival Stock Pressure: How to Make It Truly Brilliant

> With the arrival of the traditional Mid-Autumn Festival, the white liquor industry enters its peak sales season. Many companies struggling during the off-season hope to use this opportunity to 'press inventory' and turn things around, but despite various strategies, reality often disappoints. In essence, inventory pressure is a common phenomenon and inevitable in sales; the key lies in systematic thinking and marketing innovation to achieve genuine success.

With the arrival of the traditional Mid-Autumn Festival, the white liquor industry enters its peak sales season. Many white liquor companies that have been struggling during the off-season are hoping to use this 'Mid-Autumn inventory pressure' to shake off their earlier fatigue and stage a comeback. They rack their brains to devise inventory pressure strategies, resulting in a dazzling array of tactics. However, despite the multitude of methods, the actual results have left many companies disappointed.

In fact, inventory pressure is a common phenomenon and is a natural part of sales. As long as sales exist, inventory pressure is inevitable. The market competition for liquor companies is essentially channel competition, and inventory pressure is a necessity of competition. The key is that the marketing environment has changed, and everything is changing. Only by emphasizing systematic success and marketing innovation can companies achieve true brilliance in Mid-Autumn inventory pressure.

**Strengthen Target Management of the Sales Team**
There is a Chinese saying: 'Feed troops for a thousand days, use them for one hour.' When the off-season arrives, it is time to nurture the team, but not by 'free-range' but by 'cultivation.' One way to cultivate is to shift assessment indicators. Salespeople's duty is to sell; in other words, they exist to achieve sales volume. Therefore, as off-season sales targets decrease, while still assessing salespeople on completing sales goals, you can adjust the assessment indicators to strengthen the assessment of basic indicators that affect market sales (such as distribution rate, promotional materials and visibility, customer relationships, price system, active customers, database establishment, etc.). This keeps the sales team in a state of combat readiness.

**Strengthen Sales Budget Management**
Sales growth generally consists of two parts. First, natural growth: based on existing channels and distribution networks, growth occurs naturally due to economic development, increased purchasing power, product maturity, and enhanced brand awareness and reputation. Second, opportunity growth: achieved through launching new product varieties, expanding into new market regions, new channels, and increasing distribution rates in existing regions. Combining last year's sales reports and market research information, break down this year's sales targets by market, customer, and product. Evaluate the natural and opportunity sales growth for these markets, customers, and products. The gap needs to be filled through promotions. Of course, sales managers should help salespeople break down targets, clarify where their market growth points are, how to seize them, and alleviate any concerns so they can fully devote themselves to sales.

**Strengthen Off-Season Customer Relationship Management**
Consolidate strategic partnerships between manufacturers and distributors, settle customer rebates promptly, properly resolve legacy issues, and eliminate customer concerns. Actively visit distributors, secondary wholesalers, and retail outlets, strengthen communication, and use holidays to visit customers and enhance relationships. Provide customers with better services, especially when off-season white liquor sales are low and customer enthusiasm is waning. Services should be further improved to lay a solid foundation for the peak season.

**Use Communication Budgets Wisely**
Consumers need guidance, just like new lifestyles. Therefore, during the off-season, integrate various marketing resources to provide strong support for market consolidation and development. Most companies, adhering to the principle of 'proportional input and output,' drastically cut expenses during the off-season, making the off-season even slower and leaving everyone 'chilled to the bone.' When the peak season arrives and they start marketing, they find that everyone is deploying troops at the same time and place, investing heavily, and most efforts cancel each other out, resulting in low ROI. Therefore, using effective communication strategies during the off-season can help you stand out, and limited funds can achieve better communication effects than in the peak season. However, during the off-season, consumers pay relatively less attention to white liquor information, so large-scale media advertising is not advisable; instead, targeted communication activities should be conducted.

**Clarify the Targets of Inventory Pressure**
Who should the inventory be pressed onto? If you follow the traditional path of pressing inventory onto distributors, they will likely act on their own and not follow the company's marketing intentions. Therefore, companies should explore new inventory pressure channel models: assist primary distributors in developing strategies to press inventory onto secondary wholesalers, retail outlets, and group-buying units. The prerequisite is that distributors and secondary wholesalers have strong network coverage, distribution and marketing capabilities; have personnel and financial strength; cooperate well with the company, are willing to coordinate, and are easy to control; and have large local sales with minimal cross-regional sales. If distributors and secondary wholesalers are incompetent, no amount of good ideas or resources will help.

**1. Press Inventory onto Secondary Wholesalers and Retail Outlets**
Before the peak season, the goal of inventory pressure is to empty the warehouses of primary distributors and the company, allowing more outlets to quickly distribute goods through the company's inventory pressure policies, enabling more consumers to purchase. The focus is on wide coverage. If it merely ties up the primary distributor's capital, it affects the normal progress and expansion of the market and occupies the distributor's normal working capital, ultimately harming both the company and the distributor. Therefore, in the Mid-Autumn inventory pressure battle, primary distributors should fully understand the company's intentions, not be greedy for small gains, and cooperate with the manufacturer to distribute goods as widely as possible when the peak season arrives.

**2. Press Inventory onto Group-Buying Units**
One advantage of pressing inventory onto group-buying units is that you don't have to worry about the collapse of the price system or returns and exchanges (although this phenomenon exists, it is rare). However, nowadays all white liquor brands are targeting units and group buying, making communication more difficult than in previous years, and units' appetites are growing. When pressing inventory onto units, besides normal customer relationship maintenance, consider interest incentives, such as whether the gifts are novel, who they are designed for, and which key figures in the unit should be considered. The biggest taboo when pressing inventory onto units is directly engaging in price wars. Not only is it unhelpful, but it may also have side effects because you break the interest chain; without price support, where do gifts come from? Therefore, when pressing inventory onto units, you must design the interests of each link carefully and avoid doing things that offend people without benefiting yourself.

**3. Press Inventory onto B and C Class Hotels**
**B and C class hotels are important targets for pre-peak season inventory pressure. Choose products suitable for these hotels to attract their participation.** The gifts for inventory pressure should be suitable for hotels, not just the same as channel gifts for convenience. At the same time, the intensity of inventory pressure for hotels can be appropriately increased, slightly higher than that for supermarkets. It is essential to prevent false inventory pressure and collusion between channels and hotels. Because each hotel has its own relatively fixed supply channels, once the hotel reveals this information to its suppliers or other channels, those suppliers and channels, driven by profit, may ask the hotel to share some goods, which then flow to other channels and damage market prices. Therefore, control the quantity of goods, understand the hotel's monthly business and actual sales situation, and then allocate goods accordingly.

**Formulate Reasonable Inventory Pressure Strategies**
'Inventory pressure' is a strategy that emphasizes system and innovation. However, many companies still treat it as a one-off 'trick.' Inventory pressure techniques are only minor skills. Understanding the significance of inventory pressure, pressing inventory scientifically and moderately, and innovating marketing thinking are the most important.

Not all products are suitable for inventory pressure. Choose best-selling and main products for inventory pressure. Then, based on the database of distributors, secondary wholesalers, and retail outlets, match appropriate products and policies with suitable distributors, secondary wholesalers, and retail outlets to maintain a reasonable balance between sales and capacity. Otherwise, blindly pressing inventory increases superficial sales volume and may lead to market collapse, failing to motivate channel members and causing negative phenomena such as price undercutting and cross-regional selling.

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