---
title: "Sales Peak Season: The 742 Secret of Kouzijiao's Terminal Promotion Stockpiling"
description: "During the sales peak season, terminal stockpiling is key to boosting sales. This article shares the '742' technique for effective stockpiling, illustrated with a real case from Kouzijiao's 2009 Spring Festival promotion."
author: "远景咨询 赵俊德"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-09-18"
language: "en"
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---

# Sales Peak Season: The 742 Secret of Kouzijiao's Terminal Promotion Stockpiling

> During the sales peak season, terminal stockpiling is key to boosting sales. This article shares the '742' technique for effective stockpiling, illustrated with a real case from Kouzijiao's 2009 Spring Festival promotion.

I. Terminal is King, Terminal Wins
I have been in the alcohol marketing industry for nearly ten years. There was an old saying in the industry that I still believe holds true: "Terminal is king, terminal wins." But does having terminals mean everything is fine? I don't think so. I believe "winning comes from terminals, but merely completing terminal distribution doesn't guarantee victory." Another key saying is: "Build the market in the off-season, boost sales in the peak season." How are market sales increased? It depends on the promotional stockpiling at terminals during the peak season. Stockpiling not only achieves large sales volumes but also occupies terminal funds and warehouse space, squeezing out competitors.

II. Credit Sales Stockpiling vs. Cash Stockpiling
(1) Credit Sales Stockpiling
Credit sales stockpiling poses no risk to terminals, so salespeople face little pressure or need for skill. Why does it exist then?
1. Distributors know terminal creditworthiness well and dare to offer credit to reliable terminals.
2. Products are mature with high consumer recognition and sell quickly.
3. It effectively blocks competitors, forcing them to increase marketing efforts, putting financial pressure on competitor distributors. If competitors reduce marketing, terminals won't take the risk of cash stockpiling. If credit sales lack terminal push, it's meaningless for the market and puts heavy financial strain on distributors.

(2) Cash Stockpiling
During product introduction and growth stages, cash stockpiling should be the main approach. Benefits include:
1. Achieving large sales targets in the market.
2. Occupying terminal funds and warehouse space.
3. Squeezing out competitors.
4. Enhancing organizational capability and confidence. Stockpiling activities test the quality of a marketing team and serve as training.
5. Stockpiling ensures company and employee interests. Large sales volumes mean big profits and high commissions.

III. Cash Stockpiling Techniques
(1) Classify Terminals
By Channel | Cooperation Status | Who Decides Purchases
Catering Terminals | Circulation Terminals | Cooperating | Not Cooperating/To Develop | Catering Terminals | Circulation Terminals
| Boss | Key Person | Boss
Classification helps us know our attack direction. In a single terminal, these three states can coexist, so classify first. After combining conditions, there are three possibilities:
1. Cooperating catering or circulation terminals where the boss decides.
2. Non-cooperating catering or circulation terminals to develop where the boss decides.
3. Catering terminals (cooperating or not) where a key person decides.

(2) Stockpiling Techniques for Different Situations and Salesperson Requirements ("742" Secret)
? Cooperating catering or circulation terminals where the boss decides: Use the "7" techniques:
1. Salespeople should work diligently, understand the terminal thoroughly, and have strong control. Know total sales in recent months, monthly sales, sales per product, best sellers, competitor strength and profit margins, boss preferences and needs, maximum purchasing power (usually about 3 times monthly sales for catering terminals).
2. Fully understand the promotion, know start and end times, and use time to stockpile in batches.
3. Don't just hand out flyers; tailor the promotion introduction to each terminal.
4. Calculate profits from the product policy with the boss, and amplify the value of promotional gifts based on boss preferences.
5. For terminals with predictable sales, wait for them to order during the promotion, then amplify their demand. Create a sense of scarcity to make the terminal grateful.
6. Use the herd mentality: start with easier terminals, then use them as examples to encourage others.
7. Show actual promotional gifts to stimulate the boss's visual interest, which leads to higher conversion than photos or text.

? Non-cooperating catering or circulation terminals where the boss decides: Address the "4" aspects:
Non-cooperating bosses usually worry: Will the new product sell well? What are the profit margins?
1. Alleviate concerns with examples: mention other stores' sales volumes, how much they've ordered, etc., to show the product sells well.
2. Calculate profits from the product policy, amplify gift value, and use the promotion to develop new terminals.
3. Don't just hand out flyers; assess purchasing power based on communication and competitor presence, and introduce targeted promotion content.
4. Use physical gifts to attract attention.

**Catering terminals where a key person decides:**
This usually applies to B-class or higher restaurants; C and D class are too small and the boss decides.
Address the "2" key points:
1. Benefit the key person. Split the promotion benefits into two parts: one for the key person, one for the store. The split depends on the key person's power; if more power, give them more.
2. Keep the transaction discreet. Don't use flyers; communicate only with the key person, and don't let others know about the promotion to protect the key person.

IV. Kouzijiao Case Analysis
Based on the above three situations, I'll share my personal experience at Kouzijiao during the 2009 Spring Festival terminal stockpiling campaign:
(1) Promotion Plan
Kouzijiao Spring Festival Catering Terminal Cash Stockpiling Promotion Plan
Target: Catering terminals
Products: All Kouzi series products
Time: Jan 1 – Jan 31 (one month)
Promotion tiers:
- 3,000 yuan and above: 10 barrels of 5L Jinlongyu oil (value 60 yuan each) = 20% return
- 5,000 yuan and above: One Samsung J708 phone (value 1,600 yuan) and one 2.5L five-year liquor = 32% return
- 10,000 yuan and above: One Lenovo computer (value 3,800 yuan) and one 2.5L five-year liquor = 38% return

(2) Execution Results and Analysis
Here are representative results from terminals that executed the promotion:
Salespeople who fully understood the promotion and used techniques:
1. Know the terminal and use time to stockpile in batches:
A terminal had monthly sales of about 3,000 yuan, ordered at the beginning of each month, and could handle up to 10,000 yuan (about 3 times monthly sales). The result was 13,000 yuan. How? If you just showed the flyer, they might choose any tier, but the maximum would be 10,000 yuan, with probability less than 1/3. Knowing the terminal well, I introduced the 3,000 yuan tier when they ordered at the start, which they accepted and were grateful for. Near the end, I introduced the 10,000 yuan tier, and since they had no stock and stable sales, they accepted. This achieved 13,000 yuan in two batches. If I had pushed 10,000 or 5,000 first, they wouldn't have ordered again due to remaining stock.

2. Work on product mix to increase sales:
A terminal had monthly sales of about 2,300 yuan, with 1,800 yuan from Jingpin Kouzifang. Normal capacity was 3 times monthly sales, but due to recent opening and debt, the boss could only pay about 3,000 yuan at a time. So I introduced the 3,000 yuan tier at the start, focusing on product mix. I allocated 1,500 yuan of Kouzifang, which would sell out before the promotion ended, prompting another order. I then introduced the 3,000 yuan tier again, focusing on Kouzifang, and succeeded. The promotion was executed twice, collecting 6,000 yuan.

3. Use physical gifts to stimulate visual interest and develop new terminals:
In Tianjin, there was a Hui cuisine restaurant called Wuwei Tucai. They sold Wan and Yingjia well but no Kouzi. The boss refused to stock without an entry fee. I kept visiting but didn't agree to the fee. When the promotion started, I introduced the 5,000 yuan tier, but the boss declined. A few days later, while delivering to another terminal, I brought the promotional phone to show the boss, saying it was for another order. The boss's wife loved the phone and couldn't put it down, so they chose the 5,000 yuan tier. This helped us complete sales and develop a new terminal.

4. Benefit the key person and keep the transaction discreet:
Another terminal was a state-owned enterprise's third industry, where a key person decided. Monthly sales were about 3,000 yuan. They had just ordered over 1,000 yuan at the end of last month, and could handle up to 10,000 yuan. I waited until they needed to order again, then introduced the 10,000 yuan tier. I gave the computer to the key person and the liquor to the store for display, so the key person could justify it.

In this campaign, I managed 22 terminals, 17 executed the promotion, with 21 executions, and no changes to gifts. My collections accounted for nearly 40% of the company's total, with over 20 salespeople.

? Salespeople who didn't fully understand the promotion or lacked skills:
1. They just handed out flyers.
2. They begged, but businesspeople only care about profit, not pity.
3. Low success rate; most terminals rejected the promotion.
4. No targeted introduction, leading capable terminals to choose smaller tiers.
5. Poor time management; terminals only ordered once during the promotion.
6. Changing promotional gifts, harming company interests. Some terminals requested the promotion but swapped gifts: instead of phones or computers, they took Jinlongyu oil at 60 yuan per barrel, even converting the liquor. Jinlongyu is a daily necessity with controlled prices, so no flexibility. Phones and computers have price variations by model and configuration, with differences of hundreds or thousands. If salespeople compromise, leaders under sales pressure may accept, but the company loses.

Although the case is from the catering channel, the principles apply to circulation channels as well. Terminal stockpiling is like solving a math problem: if you consider all conditions and make reasonable predictions, the result is clear.

These are my practical insights on terminal stockpiling techniques, hoping to help peers in the industry.

**-END-**

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