In Chinese baijiu marketing, the channel carries immense value and status, often surpassing product and brand, because throughout the successes and failures of Chinese baijiu, many have risen through the channel and also fallen by it. They rise because the channel's push makes the product the top brand, and they fall because channel blockades gradually erase them from the market. Such cases are countless in the Chinese baijiu industry. Since success and failure both depend on the channel, we must intensify channel work during the off-season. We still approach the problem from two angles, and thinking must be guided by a model to avoid detours or reduce blindness. First, the issue of increment; second, the issue of market breakthrough. These two issues are arguably the most painful for bosses and managers in regional market development. From the principle of increment: rely on broadening the market surface to increase sales, which includes attacking blank regions, eliminating blank outlets, and discovering new product sales points or consumption points. From the perspective of market breakthrough: find the fulcrum for breakthrough, which is often the core outlet in the channel. The terminal disk-in-disk theory clearly tells us that market breakthrough is achieved by using the small disk to drive the large disk, thereby creating channel resonance across the entire market. Here, terminals do not only refer to catering; they can be circulation or tobacco and liquor stores, depending on your product positioning and the competitive advantages and disadvantages of each channel in the market. So, this section covers three aspects at the channel level: First, eliminate blank outlets. Second, win over core stores. Third, expand sales points. Let's first look at eliminating blank outlets. In my marketing career, I most hate those experts, managers, and bosses who do not understand the rules, the rhythm, or the current situation. Fourth Move: Eliminate Blank Points. Many people intuitively understand this as literacy elimination, full coverage, no blank points. Is that wrong? Absolutely not. But problems will arise: you must consider what stage your product is in and what type of outlets match your product. Since you are proactively eliminating blanks, it means your product has not yet reached the stage where outlets actively stock, actively sell, or must sell it. Therefore, even when eliminating blanks, you must clearly analyze how many blanks to eliminate, what types of blanks, how many in the first phase, and when to start the second phase, advancing step by step. This aligns with marketing and market rules. For example, if you have a mid-to-high-end liquor, there are big players in the market who can sell at your price point, but you cannot break into them. They are the blind spots and blank points, not the mom-and-pop stores that can only sell bottle liquor. The most painful thing is not getting what you want, and not avoiding what you fear. For instance, if you do a free large display activity, but the key big accounts do not display, while stores that cannot sell display several facings. How does the market die? How does price chaos arise? It dies like this: mismatched people doing mismatched things. So, to eliminate blanks, you must classify customers and, according to the development stage, eliminate them step by step, not all at once. Fifth Move: Win Over Core Accounts. No matter how strong the market or how awesome the brand, you will always encounter a few customers who are more awesome than you, more thorny than you, let alone for weak brands. Some of these customers have strange personalities, some have strange needs, and sometimes only product benefits and diligent visits cannot win their hearts. Think about it: how many manufacturers and distributors come to visit and flatter them every day? How can you make them look at you with new eyes? That becomes key. You must discover their needs and solve their problems to gain their favor. For example, some customers deliver goods to many outlets and group-buying clients themselves, but they do not want to find a driver. Even if you offer to pay for the driver, they refuse to find one themselves. They insist you provide a salesperson for them, regardless of commission, management, or salary, and the work is not even your company's work. Can you accept that? Few can. But once you accept, monthly sales of over a hundred thousand are easily achieved, and that is just from their retail and group buying. Some customers do not need you to treat them to meals or entertainment; they just need you to help with in-store work and household chores. They do not hire a nanny or shop assistant and do everything themselves. A smart manufacturer assigns them a promoter who both sells and acts as a nanny, and annual sales of a million are achieved. I have seen this happen with my own eyes. To get closer to such customers, whether by flattery or by deepening the relationship through conflict, you must make yourself have weight and value in their eyes. You must be able to play with them to win them over. Do not believe the so-called masters who say, "I am here to bring you profits." Who is not bringing them profits? They see through you as a rookie fool, so step aside; they do not buy your act. So, during the off-season when time is ample, list and categorize these customers you have not won over. Analyze their characteristics, needs, and reasons. Whether through relationships, leadership intervention, resource exchange, or even sacrificing charm (but not selling yourself), win them over. Increasing annual sales by a few million is a piece of cake. It just depends on whether you are willing to stay in your comfort zone or challenge yourself. Although marketing is a challenging job, many people prefer to stay in their comfort zone, causing sales growth to hit a bottleneck. For core accounts, adopting a blockade strategy often has a strong effect. The first is the volume-based type, the second is the consignment type, and the third is the joint venture type. This not only stabilizes customers but also generates huge sales. Sixth Move: Expand Sales Points. Actually, for us marketers, what is an outlet? Any entity that can generate transactions is an outlet, whether user or customer. We need to dig deep to uncover those with unmet needs that have not surfaced; they may be another piece of cake for your growth. For these group-buying customers under the surface, you need to do deep and thorough work, not over-cast the net or just fish, because fishing may only yield one catch, not sustainable. Instead, adopt strategic cooperation and multi-party win-win. Examples include communities, chambers of commerce, associations, clubs, KTVs, loan companies, key wedding banquet contacts, wedding hotels, etc. The highest level of marketing is resource integration, benefit sharing, and multi-party win-win. Remember, sometimes giving away for free is not as good as creating profits for all parties. 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