---
title: "Regional Dairy Enterprises' Market Terminal Operation Strategy"
description: "Innovation is crucial for sustainable development. In the context of an unchanged dairy industry landscape, how can regional dairy enterprises achieve sustainable survival or continuous growth? This article explores terminal sales promotion management, base market defense, and terminal visit strategies for regional dairy enterprises, using micro-innovation concepts and FMCG industry experience to help them succeed at the market terminal."
author: "杨光明"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-03-26"
language: "en"
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# Regional Dairy Enterprises' Market Terminal Operation Strategy

> Innovation is crucial for sustainable development. In the context of an unchanged dairy industry landscape, how can regional dairy enterprises achieve sustainable survival or continuous growth? This article explores terminal sales promotion management, base market defense, and terminal visit strategies for regional dairy enterprises, using micro-innovation concepts and FMCG industry experience to help them succeed at the market terminal.

Innovation is an important guarantee for sustainable development. Against the backdrop of an unchanged overall dairy industry structure, how can regional dairy enterprises achieve sustainable survival or momentum for continuous growth? How should they attack and defend in their market terminal operations? Drawing on the development experience of the entire FMCG industry, this article explores three aspects—terminal sales promotion management, base market defense, and market terminal visits—from a micro-innovation perspective, aiming to help regional dairy enterprises achieve victory at the market terminal.

**I. Terminal Sales Promotion Management for Regional Dairy Enterprises**

**1. Factors Affecting Terminal Sales**
Terminal sales is a challenge every enterprise faces. Factors such as product terminal coverage area, terminal turnover speed, product display, product variety, salesperson visits, and promoter calls are crucial. For small and medium-sized regional dairy enterprises, the execution of these links is a key prerequisite for solving product terminal sales. Terminal occupancy rate, control rate, and visit rate are the three most critical aspects for regional dairy enterprises to solve sales, with visit rate being the most important. Terminal visits aim to maintain terminal product displays, promotional posters, store signs, POP, and other terminal images. Through repeated terminal visits, enterprises strengthen relationships with store owners, observe changes in consumer characteristics, and understand the market performance of competing products.
Terminal product occupancy rate is calculated based on different regions and determines the scale of market attack. Market share often reflects the terminal status of a product after excluding general environmental influences. An increase in a brand's market share indicates improved market performance relative to competitors, while a decrease indicates lagging. Changes in market share can be attributed to many factors, such as product type, terminal customer type, and product region. Additionally, changes in terminal occupancy rate can be analyzed through customer penetration, loyalty, and selectivity in the market.
Terminal control rate determines whether a product moves smoothly in the market, whether it follows the planned direction, and the speed of market attack. It is also an important means to solve terminal price chaos and cross-region sales. Solving these three factors is key to product terminal sales. If an 80% resolution rate is achieved, terminal sales can definitely be solved.

**2. Principles for Solving Terminal Sales**
Setting 80% as the target for terminal occupancy, control, and visit rates requires plans and execution principles. The "point-line-plane" principle: Although consumption groups, habits, and attitudes vary by region, according to Maslow's hierarchy of needs, general consumer needs have certain regularities that are easy to recognize. There are commonalities within differences. If an enterprise is adept at identifying these commonalities, a good model can be replicated under micro-innovation, which is the essence of "point-line-plane." Before fully attacking a market, first perfect a terminal store or image store, then expand to a street, then radiate to a region, and finally attack the national market. Following this route persistently not only clarifies goals but also ensures strong operability.
The "80/20" principle: Common belief holds that 80% of sales come from 20% of terminal outlets. However, large supermarkets emphasize terminal pull, while mom-and-pop stores emphasize push. Thus, 20% of outlets play a role in radiating to the surrounding business area, influencing 80% of a product's sales and profits.
The "matching" principle: Channel layout must match product positioning. In Chinese marriage concepts, "door-to-door" (matching social status) is emphasized. Analyzing market product performance, "door-to-door" is also appropriate for products and channels. A low-end product entering high-end venues, or a high-end product mixed into convenience store channels, will inevitably lead to "divorce" or create an impression of "near vermilion, one gets red; near ink, one gets black." Consumers won't buy high-end products in such channels, and low-end products will eventually be abandoned and reviled, leading to an unhappy ending and being buried in the market.
The "mushroom strategy" principle: In the FMCG industry, the "mushroom strategy" is a principle followed by all strong brands. The most attractive regional markets are considered first. Through preliminary market research, plans are arranged in a rigorous hierarchy: which terminals to attack first, which second, and finally radiate nationwide. This layout of attacking advantageous areas first, then balanced areas, and finally disadvantageous areas provides stability and clarity for small and medium-sized regional dairy enterprises with limited resources.

**3. Strategies for Solving Terminal Sales**
Problems guide strategy formulation. Solving terminal sales must be implemented in specific execution steps. Terminal evolution, push power first: Finding blank stores and confirming target stores are preparations before attacking a market. Regular visits to terminal store owners, emotional connection, and relationship maintenance are key to a product's successful launch. Repeated visit routes develop target stores into relationship stores, or "ironclad" stores. After products are distributed, sales rely on later relationship maintenance.
Terminal management: Salespeople are directly responsible for terminal stores. Specific visit frequency, standards, and performance for each salesperson should be set, with normal visit rates of once a day or once every three days. Terminal standardization and product image creation require salespeople to go deep into terminals and build rapport with store owners. To meet these requirements, a complete terminal inspection system is essential.
Proper handling of near-expiry products: Transfer near-expiry products from slow-moving locations to fast-moving promotional locations, such as supermarkets and community convenience stores.
Mastering optimal distribution timing: Off-season distribution is for peak-season sales, but it has shortcomings. Off-season distribution requires enduring slow sales pressure. Distribution should differentiate between peak and off seasons. Distributing during the transition period between seasons can prepare sufficient inventory for peak season sales and avoid missing opportunities.
The 30/60 rule for distribution rate: The survival line distribution rate is 30%, and the brand line distribution rate is 60%. If terminal distribution rate and control reach 30%, the product's survival is not a problem. However, such distribution creates huge inventory pressure. Only when distribution rate and control reach 60% in all business areas can sales flow smoothly.

**4. Points to Note in Terminal Sales**
Distribution rate, product visualization, shelf age, customer relationships, and service quality are factors that enterprises must always monitor. Correct, timely, and effective tracking and investigation can identify deficiencies and find solutions to terminal sales problems.

**II. Base Market Defense Strategy for Regional Dairy Enterprises**

**1. Terminal Blind Spots in Regional Competition**
1) Use area division to conduct street sweeps and identify competitor terminal blind spots.
2) Analyze different outlet types and values to identify target stores for dedicated attacks.
3) Identify reasons for blind spots and formulate corresponding attack plans.
4) Before attacking a competitor's blind spot, maintain a low profile; this is the basic foothold for later penetration.
5) After entering the store, the attack phase begins: make your product display more vivid than competitors', maximizing product visibility to customers.
6) In-store sales are the most realistic outcome. Observe single-store sales at distribution points. If a store sells more than competitors, adopt policies such as large-tier stocking, volume commitment, or exclusive supply to lock in the store and suppress competitor sales.
7) While doing the above, stabilize terminal relationships and ensure price system integrity to avoid cross-supply.
8) Through single-store attacks, use points to drive lines, and lines to form planes, ultimately achieving the goal of attacking the competitor's market.

**2. Defense Strategies for Dairy Enterprises' Base Markets**
Just as your product can attack competitors' base markets, regional dairy enterprises' own base markets face attacks from external brands. How to defend is a critical issue.
Pay attention to assessment methods and purposes. Terminal assessment includes result assessment and process assessment. Result assessment mainly includes sales volume and profit, while process assessment includes distribution rate, visualization, terminal maintenance, and customer development indicators. Terminal market maintenance is a continuous process of accumulation and tracking. Result-only assessment often leads to short-term death or a weak terminal state without sustainability. Only by combining process and result assessment, emphasizing process indicators, increasing inspections, and ensuring process completion can a sustainable terminal market be formed, strengthening defense capabilities.
Information communication issues are often the most direct cause of terminal blind spots. A strong terminal monitoring system and sales management system are the greatest guarantees for defending against competitors. Through continuous terminal visits, investigate changes in your product and competitors' terminals, such as variety, sales, and inventory, and compare changes at each stage to form a dynamic table of terminal changes. Daily and monthly tracking and monitoring are the fastest ways to identify terminal problems.
Traditional regional dairy enterprises primarily use network penetration and channel penetration to enter markets. Each has its advantages. Through continuous market visits and tracking, network penetration can be basically solved, while establishing channel fortresses is crucial for base markets. Setting a baseline distribution rate for competitors' base markets, attacking competitors in the off-season, and creating operational obstacles for competitors can all protect regional markets. Correct and effective terminal market visits are important means to obtain true terminal conditions and are the basis for real data and decision-making.

**III. Terminal Visit Strategy for Regional Dairy Enterprises**
The "right-hand principle, enter every alley" is the guiding ideology for street sweeps. Terminal visits also require their own guiding ideology, principles, and steps.
Specific steps for terminal visits:
1) Pre-store preparation: Before entering the store, review the "Terminal Directory List," think about scripts and questions, memorize the store owner's name, last product display and competitor situation, order status, customer complaints, etc., to be well-prepared.
2) Greet and find key personnel: Use pre-planned scripts to break the ice, introduce yourself, greet everyone in the store, and establish initial customer relationships.
3) In-store operations: A small action can reveal professionalism, which is gained through professional training and team management.
4) Product display: Use shelf display positions (normal category shelves), multi-point display positions (outside normal shelves, relatively long-term), and promotional display positions (e.g., stack displays, end caps) for temporary displays.
5) Inventory management: Follow the basic principles of first-in-first-out and near-expiry handling. Calculate orders correctly to prevent stockouts and ensure reasonable inventory for A and B products.
6) Suggested orders: Follow the 1.5x safety stock principle to suggest orders and scripts. When promoting new products, pay attention to timing, scripts, and techniques.
7) Communicate policies and understand terminal market dynamics.
8) Complete visit forms accurately and truthfully.
9) Reconfirm appointments, thank the owner, and exit politely; don't be sloppy or end weakly.

**Summary:** Regional dairy enterprises have unique characteristics, including regional product attributes, regional enterprise attributes, regional consumer attributes, and regional market attributes. Grasping regional attributes makes it easier to capture sales and profits. Regional attributes are directly reflected in the market terminal, and their roots originate from the terminal. The route of "from the terminal, back to the terminal" determines that the fundamental victory comes from the market terminal. The market terminal is the foundation of enterprise survival and the pocket of profit. The size of the pocket directly determines the enterprise's current survival strength and future development potential. Therefore, solving market terminal operations solves the size of the profit pocket.
Sales promotion management, base market defense, and terminal visits are important means for regional dairy enterprises to build, maintain, and develop terminals, determining the size, firmness, and fullness of the profit pocket.

**Source: Mingtai Mingguan Marketing Consulting**

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