In the process of introducing a new product to a regional market, the initial distribution effect and whether it meets targets are often among the most important factors determining the success or failure of the new product in the region. For many distributors, the distribution work can be done quickly, but the market starts up slowly after distribution ends. Once the product "does not sell through," it leaves a bad impression on the terminal stores, not only affecting the customer relationships built over years, but also making it difficult for the distributor to distribute other new products in the future. The Importance of Sell-Through Rate Judging whether a distributor is doing well with a new product, the terminal sell-through after distribution becomes the most direct and important indicator. Because the terminal is the last link where consumers decide to buy, and it is the final realization of the distributor's profits. If the distributor operates well, the terminal can guide consumption, enhance brand image, and increase product flow, winning better and more living space and resources for the distributor. With intensifying industry competition, terminal sell-through has become the core lifeline of the distributor's market sales. Therefore, solving the problem of product terminal sell-through is the top priority for increasing sales. So, how can distributors solve the sell-through problem of new products after distribution? Reasons for Poor Sell-Through 1. Low Distribution Quality: Sales personnel purely pursue distribution rate, only focusing on completing the number of stores within a specified time, without in-depth understanding of the target terminals for the new product, leading to a mismatch between the target group and the purchase location. For example, some stores are simply not a fit for the new product, and some stores are in a half-dead state of operation. This leads to slow sell-through of the new product, causing the new product and brand image to decline. 2. Distributing Without Managing: After distribution, terminal management is equally important, requiring follow-up management and close service. Simply distributing without managing is worse than not distributing at all. During market visits, it is common to see the phenomenon of distributing without managing. For example, in some terminal stores, the product is placed on the shelves, but it is not in a prominent position, so customers do not notice it; or the product is placed in the warehouse, and the shelves are empty. The terminal network has width but lacks depth. Another situation is that the market distribution rate is good, but there are many outlets, yet very few core outlets that actually create sales. 3. Lack of Terminal Visualization: Sales personnel go through the motions, appearing busy, but actually they are just running to outlets, focusing solely on delivery, payment collection, and other routine business tasks. The sales volume of the distributed product becomes the only goal, and they do not seriously solve problems. Their daily work is just checking if the store has stock and if they need more. They seem busy running business, but they only do superficial work and do not fully take responsibility to achieve true channel smoothness. For example, some salespeople forget about product display and terminal visualization (such as promotional materials, price tags, POP, shrink wrap, KT boards, etc., which are almost invisible in the market), and some forget to introduce the product's unique selling points and personality. For new product launches and daily visits, how to persuade terminal customers to stock up is a headache for many sales personnel. In fact, by using certain strategies and mastering sales skills during distribution, you can effectively stimulate terminal customers' enthusiasm for stocking up and increase the probability of orders. Salespeople Need to Find Their Positioning The main responsibility of a salesperson is to promote the brand and product. As a salesperson, you need to think of every possible way to get customers to accept the brand and place orders. If the customer says they don't want the product and you just turn around and leave, are you still a salesperson? Think about it: do you see yourself as a salesperson or a delivery person? If you position yourself as a delivery person, it will be difficult to accomplish the mission of distribution. Preparation Must Be Thorough Before distribution, you must prepare the following: understanding of the brand, full understanding of the product (specifications, performance, price, selling points, packaging, etc.), grasp of marketing policies, understanding of competitors, and investigation and analysis of channels. Sharpening the axe will not delay the work of cutting wood. If you distribute blindly, it will be hard to do a good job. Distribution Must Be Planned Before distribution, you must know what to do first and what to do later. For example, distribute in urban areas before townships, and supermarkets before circulation channels, rather than aimlessly doing whatever comes to mind. The principle of distribution is also to start with the easy and then the difficult, starting with easier channels to create model markets, which helps better distribution and improves the distribution rate. Distribution Requires Patience Distribution is not a whirlwind tour but a deep engagement. You must be attentive and diligent with every terminal customer, ensuring they see the samples and packaging, know the price and profit, and also know the unique selling points and the bright prospects of the brand and product. Every visit must be effective. The more serious and responsible the salesperson, the easier it is for terminal customers to order. Conversely, if the salesperson is perfunctory, don't expect terminal customers to order. Distribution Is a Long-Term Battle For new brands and new products, distribution cannot be rushed. Terminal customers need time to understand and accept new brands and products. Salespeople should not expect to persuade a customer to order in one visit. Of course, some terminal customers order immediately, but they are a minority. Salespeople should visit terminal customers once, twice, three times... repeatedly, answering questions and resolving doubts, gradually building trust and goodwill, and finally forming orders. The process of visiting customers is the process of getting them to fully accept the brand and product. This process cannot be rushed; it requires patience and perseverance. Regarding distribution, as long as your direction is right and your methods are right, distribution becomes simple. Remember, distribution must be done with care, patience, and perseverance. Source: First Marketing Network Tips will be paid 400-2000 yuan once adopted. China FMCG + Internet Professional New Media Committed to FMCG manufacturer and distributor transformation and channel digital solutions