First encountering Laocunzhang was in the autumn of 2011. As a novice with no experience in liquor sales, I was fearless, and together with a colleague, we plunged into a small county with almost no team and no sales foundation. Hard work pays off. In 2012, our company completed sales of 1.9 million yuan for Laocunzhang. In 2013, sales reached 2.8 million, a 47% increase. In 2014, we achieved 4.2 million in sales, a 50% increase. Through this process, I grew a lot alongside the company and the manufacturer. Looking back now, I think our small progress can be summarized in six aspects, hoping it will be helpful to everyone. 1. From relying on secondary distributors for distribution to weakening them and directly serving end terminals Probably every excellent distributor has experienced the issue: success due to secondary distributors, failure also due to them. Secondary distributors are a love-hate link in the sales chain. We love them for saving labor and vehicle costs, for their customer networks, and for their strong relationships that make distribution easy. We hate them because once they have a best-selling product, they recklessly cut prices to attract customers with profitable products, showing no responsibility for pricing or market order. The foundation of a product's survival is profit assurance, so shedding secondary distributors and serving terminals directly is the basic strategy that allowed Laocunzhang to stand out among many low-end bottle liquors. 2. Performance assessment: the magic weapon for management success As the saying goes, the market is made, but how are these tasks implemented? Through performance assessment, we use assessment bonuses to set sales targets based on market needs, motivating everyone to build a solid market foundation. Our assessment indicators change every month. Besides sales volume, which is always included, the focus of assessment varies almost every month. For example, in July, our focus is on promotion and display. When a new product enters, the focus shifts to store penetration rate. By adjusting the focus according to different periods, sales staff know the monthly priorities, making our work approach clear and the market foundation increasingly solid. △ The monthly assessment focus varies; in the off-season, display and promotion are the main focus 3. If you don't emphasize promotion and display, don't say you're in sales Market refinement requires developing good habits of promotion and display daily. When customers enter a store, the first impression is visual impact. No matter how good the brand, if they don't see it in their daily lives, they won't have the desire to buy. A brand is something consumers see and hear daily to remember. So among all competitors, we strive for the best display positions, maximize display quantity, with the minimum standard being several rows by several columns of facing. In our displays, generally for main products, we require at least 3 facings, and for other products, no less than 2 facings. For core terminals, we require larger display areas. Additionally, besides display requirements, each store must have promotional materials to complement. With good display and vibrant promotional posters, consumers' impulse to purchase increases. △ Surpass competitors in display area. △ Complement with vibrant promotional materials to make displays lively. 4. Reasonably plan visit routes and cycles Planning routes and visit cycles needs to be detailed, dividing areas and store numbers reasonably, specifying how many restaurants and circulation stores each person handles. Because Laocunzhang involves prize redemption services, if we don't visit customers regularly, prizes become a burden and cause many problems. Therefore, based on complete customer data, reasonable division of areas and routes can effectively solve this issue. I remember in 2012 when we had 2 vehicles covering the market, each person covered half the county's urban and rural areas, with extensive visits and no concept of promotion or display. As the company decided to refine terminal operations, we gradually increased vehicles and personnel. Now our sales team has grown from 2 vehicles, 2 areas, and 6 people in 2012 to 8 vehicles, 8 areas, and 10 people in 2015. Our visit cycle is 7 days for the county and 10 days for townships. Everyone knows exactly how many restaurants and supermarkets they handle. 5. Rapidly increase store penetration to drive purchases For a single product to gain volume in a market, without store penetration, nothing else matters. So in the early stages, store penetration rate is heavily weighted in the assessment. Only after achieving a qualified penetration rate do we start promotional activities to get the expected results. During the initial product introduction, our requirement is to reach 50% store penetration in the first month and 85% in the second month, quickly achieving full coverage. The assessment is also tilted accordingly. For example, if the performance assessment is 1000 yuan, during the months of new product introduction, we allocate 700-800 yuan for this task. At the end of the month, the marketing department conducts spot checks. If 9 out of 10 target stores are covered and 1 is not, it's considered qualified; if only 7 are covered, it's unqualified, and the money for that month is canceled. This is how we step by step quickly built the market. 6. Use promotional policies to stock up before the peak season When the market's daily maintenance is done well, let the peak season come more fiercely! A few stock-up policy implementations a year can generate over 50% of sales. Finding the right timing for stock-up is not to be underestimated! In our view, the best timing for stock-up is when transitioning from peak to off-season and from off-season to peak. Summary: Without a good leader, there's no good team; without good manufacturer support, you can't build a good market. Every requirement for team members must be followed up with results. The company's increasingly improved management system will continue to lead us running towards the sun! I hope my sharing is helpful to everyone. Thank you! About the author: She is an ordinary sales manager, a post-80s who has worked with Laocunzhang in the county market for three and a half years. During this time, she and Laocunzhang and the trading company achieved proud results. Since taking over in 2012, sales have grown over 50% annually. What gives her more confidence is that day by day, step by step, the market foundation work is becoming more solid. She believes that no matter how the market or industry changes, doing solid market work is the key. She believes that achieving these will make the future brighter. As a long-time reader of Weijiu, she also hopes to use writing to sort out her sales insights over the years, helping others in sales. This article is reproduced from: Weijiu Editor's PS: The editor has selected 1067 quality articles from nearly 1900 published on this official account, categorized into 14 major categories and 57 knowledge points, systematically organizing frontline marketing management content into a library for learning. From market to customers, covering practical combat and management, all are practical. Follow the official account and reply with the number "1" to browse related content.