What to do when terminal store owners refuse to stock up? You've visited multiple times, tried various sales models, but the owner still shows no intention to order. Many salespeople encounter similar issues during terminal visits. In fact, it's not that the owner doesn't want to stock up, but your approach is wrong, and your words don't hit their pain points. This article compiles some techniques for terminal visit sales, starting from the product structure and sales profit of terminal stores, to guide them into stocking up. Salesperson's "Terminal Icebreaking Diary" First Visit: The store is crowded, and the owner ignores me? That's okay, let's get acquainted. The focus of this visit is to show samples, explain policies, and ask if there are any customer complaints to handle. Also, here are two small gifts for you. You won't let me put up posters? No problem, see you next time. Before leaving, say, "Since it's our first meeting, it's normal that you don't order. Anyway, we're not just here to sell; we come once a week for service. After a few more visits, once we get familiar and trust each other, we can cooperate." Second Visit: The owner still ignores me? No problem, I still follow the standard customer visit steps. This time, the store is less crowded, and there's space. I'll do display and inventory management: help you tidy up the shelves, wipe the dust off the products with a cloth, and do FIFO (first in, first out) for your store's products (even if they're not ours). I'll tell you that two boxes with older dates are placed in front for you to sell first. Also, a surprise: I've exchanged the two damaged packages from last time. Third Visit: The owner gives me a lukewarm greeting and says they have no money to stock up? No problem, I still follow the standard steps. This time, the focus is on cleaning the display cabinet. I fill a basin with hot water and laundry detergent, clean the display cabinet thoroughly, and tell the owner that even though the cooling cabinet doesn't need to be plugged in during winter, it still needs maintenance, otherwise it won't work in summer. Oh? Last time I did FIFO and put the older products in front, but they've been pushed back again? No problem, I'll rearrange them for you. The warehouse is dark, so I use my phone's flashlight to check the production dates and put the older stock in front. In the freezing cold, I'm sweating from all the work. Before leaving, the owner offers me a cigarette and says thanks. I know it's working; next time I'll make my move. Fourth Visit: Unexpectedly, the owner's wife is in the store, looking harsh and arrogant. I greet her with a smile, and she looks at me with a spy-like gaze, asking, "What do you want?" I identify myself, and she immediately puts on a condescending attitude, glancing at me from the corner of her eye like a heroine, and says, "No!" After my previous efforts, the owner was almost convinced, but now the wife has ruined it (I think to myself, luckily there's only one wife). No problem, I still follow the standard steps. The wife loves money, so this time I focus on explaining the profit story, showing her orders from other stores, and even calling the driver to deliver products to the neighboring store in front of her. The wife is tempted but doesn't act, sitting like a statue, and says coldly, "Let me think about it." I reply, "It's fine, whether you order or not, I'll come every week for service." Before leaving, I replace the store's posters with new ones and give the wife a ballpoint pen. Fifth Visit: Bad luck, both the owner and his wife are out, and the owner's mother is watching the store. She speaks a dialect and is hard to understand, and I can't keep up. I'm about to cry. Just then, the weather turns cloudy and it starts to drizzle. I quickly help her move the products from the storefront inside. After all the hustle, my clothes are soaked. The old lady seems touched and invites me to sit inside. This time, taking advantage of the owner and his wife being away, and the old lady being easy to talk to, I place our products in the best positions on the shelves, hang ten hanging banners from the ceiling, and stick six posters on the wall near the entrance. The whole place looks like our model store. The old lady insists on giving me a drink, and I can't refuse, but before leaving, I put the money on the windowsill and run off. I can't take advantage of that. Sixth Visit: Great, all three "top executives" are present: the owner, his wife, and his mother! The old lady sees me from afar and calls me in for water, the owner offers me a cigarette, and even the wife gives me a smile, though still lukewarm. Haha, I finally get to sit down. My six months of sales experience tells me that few deals are made standing up. If the owner gives you a stool, you have a chance. I quickly sit down, drink some water, smoke a cigarette, and chat with the owner. I say, "I know you haven't decided to stock up, but don't be unwelcoming. I'm here for service. Running a small store isn't easy, so you need to be cautious when stocking up. But I want to know what you're worried about. Is there something I haven't explained clearly?" The wife says that the main issue is that customers don't ask for our new brand, but thanks to the posters I put up last time, someone asked if they had this product. I'm overjoyed inside—finally, we're talking about the product. I start using various sales techniques: "If you only sell what customers ask for, you won't make money. You need to sell what you want to sell to make a profit." "Last time, the posters got people asking. This time, I'll not only put up posters but also give you an empty-box display reward to boost consumption." "Start with half a box to try. I'll give you the freshest stock with 12 months of shelf life. Also, I'll apply for the new-store display reward promotion for you (though the event ended two days ago)." "Out of the five supermarkets in this community, you're the only one that hasn't stocked up yet..." The wife is still hesitant, but the owner gets angry: "This young man has been so sincere and come so many times. Stop being so indecisive. I'll decide: we'll take two boxes." In the end, I only write an order for one box—I have to give the wife some face, after all, she's also a "top executive" in the store. Walking out, I breathe a sigh of relief. This "holdout" is finally done. It took six visits to sell one box of new product. The most important thing is that this store has started ordering from me. If they order one new product today, I can get them to sell the full range in the future. As long as I keep up with follow-up service, this store is "my dish." From the Customer's Perspective: It's Not "I Want to Sell" but "Your Store Needs to Sell" Professional sales must analyze customer needs, start from the customer's perspective, and solve their problems. Turn "I want to sell you goods" into "Your store needs to buy." It's not that I'm pushing sales; it's that your store is exactly missing this product! 1. Analyze from product function and consumer group structure: Your store lacks my product For example, if your store is near a Muslim community, you lack edible oil with halal certification. Our corn oil has Islamic certification. Consider it. 2. Missing price points 1) Missing low-price image products: Do you know why people say the store next door is cheaper? They have a new "Liudingmu" instant noodle at an ultra-low price of 0.6 yuan per pack. This ultra-low price product lowers the entire price image of their store. Now everyone says the next-door store is cheaper. I happen to have a few low-price products that can fill this gap for you. 2) Missing high-price image products: Yes, yes, this town has low consumption levels, but there are still some high-spending consumers. Aren't there several Audi cars in town? Your store is on a main road, and all kinds of people come in. Having a few high-end products displayed here won't hurt even if they don't sell. But if you don't have high-end products, these wealthy customers might come in, see no drinks they want or no milk powder for their kids, and leave, never to return. Your loss would be huge. One visit from them is worth ten from others. I suggest you take a small amount of each of our high-end products. 3. Insufficient variety in a category or price point, lacking selection 1) Category selection: You have nearly ten types of juice, but only two brands of bottled water. Consumers have too little choice. How about I add some new products? 2) Price point selection: Your shelves are well-stocked. You have instant noodles from 0.8 yuan, 1 yuan, 1.2 yuan, 1.6 yuan, 2 yuan, up to bowl noodles, cup noodles, and dry noodles. You're a professional. But have you noticed that for other price points, you have five or six varieties, but for the 1.6 yuan and 2 yuan price points, you only have two varieties each. Actually, these two price points have many consumers. For instant noodles, consumers aren't loyal to one brand all year; they tend to switch to new products in the same price range after a while. If you don't have enough variety, consumers will think your store is understocked. Today, I brought you four varieties in these price points. 4. Benchmark analysis: Maximize sales opportunities for bestsellers, sell in series 1) Try a few bestsellers: Don't worry about them not selling. Our beverage series has the best-selling single items, almost every store has them. Take a few to try. If others can sell them, you won't have dead stock. 2) Related products of bestsellers: If olive oil, which is expensive, sells well in your store, it shows you have consumers who care about cardiovascular health and don't mind the price. Our Xiwang corn oil's selling point is cardiovascular health. Think about it—how could it not sell? 3) Related specifications of bestsellers: Since Fuman Duo instant noodles sell well, you should stock all seven flavors. You only have two flavors now, wasting sales opportunities. 5. Balance supplier structure Your supermarket now has Master Kong taking up 80% of the instant noodle shelf. If this continues, they'll control you. If I come in, you can use me to check them. We're like a cannon mount; you can use us as a frame to prevent Master Kong from dominating. Profit Aspect: Help Store Owners "Carefully Calculate the Account" Profit stories are not as simple as purchase price minus selling price. Boss, you've been in business for years; you've already figured out profits. Pull up a small stool, sit down, and listen to me calculate the details in more than ten ways to see how much you can actually earn. 1. Price difference and promotional policies generate unit profit 1) Purchase price: Deduct all promotional gifts and support to calculate the "bare cost." 2) Retail price: Store owners don't set prices based on their own costs; they first look at what the next-door store charges. So salespeople should emphasize that other stores sell at this price, and our company requires all terminals to sell at this price. Our price tags and posters indicate this price, giving the owner confidence in the retail price. 3) Return rate: Unit profit divided by "net unit purchase price" equals return rate. For example, an owner might only remember earning 0.7 yuan per pack. 0.7 yuan isn't much, but if you calculate the capital return rate, it's as high as 87%! That sounds more convincing. 2. Gifts generate profit

  1. Fuman Duo's "Every Box Has a Gift" includes a towel. Most consumers won't buy a whole box, so when the box is opened, you can hang the towel and sell it for at least 3 yuan. That's an extra 3 yuan profit per box.
  2. Your store is big; you need to give employees New Year benefits. If you sell 10 boxes of oil, we give you 10 bags of rice. You can give them to 6 employees. Two birds with one stone, saving you from buying them. 3. Exclusive product price management helps protect your unit profit
  3. We only supply one outlet per village, so there won't be price undercutting among several outlets in a village. Also, the products we give you are different from those in big supermarkets, so price cuts in town won't disrupt your pricing. Your profit is guaranteed. As long as you display and recommend actively, once this product sells, the profit is always yours.
  4. After hearing about the new product, the community store owner asks: "Will you deliver to other stores?" This owner is worried about price wars among stores in the same community. And this owner's store is in a good location and size. I reply: "For the first month of the new product launch, we plan to select one good store in this community to help run promotions and build the product. At least this month, I won't supply other stores." 4. Sales volume generates total sales profit "The price difference profit is here; it's up to you to take it." "I won't say how big the sales volume is; you can see for yourself—give reasons why your product will sell, like advertising and promotional support, and cite specific cases and numbers of other stores selling well." 5. High consumer consumption per visit generates customer unit price profit "Our beverages are high quality. High-end restaurants now prefer low-sugar, light, healthy drinks. Consumers drink a lot of this product at once, so you earn more." 6. Fast turnover generates turnover profit return As a store owner, you don't earn unit profit; you earn turnover profit return. Selling our product earns 0.5 yuan per pack, while selling generic brands earns 2 yuan per pack. But our product sells fast, selling out in three days, turning over ten times a month. Monthly gross profit return is 0.5 yuan times ten, which is 5 yuan. Generic brands earn 2 yuan per pack but take two months to sell out. Monthly gross profit is 2 yuan divided by two, which is 1 yuan. Calculate which has higher profit? 7. Rebates generate cumulative profit If you accumulate 200 boxes in a year, we give you a refrigerator (retail price 1700 yuan/unit). What does 200 boxes mean? Less than one box a day. Selling 15 bottles a day completes the task. (Tip: Don't tell the owner the total task; break it down to daily.) That's an extra 8 yuan profit per box. Earlier, I mentioned an 87% return rate. Add this, and your profit is over 100%. Besides, you run a small supermarket; you need a refrigerator. If we don't give you one, you'd have to buy it yourself. Now we give you the refrigerator first. Once you meet the task, we refund the deposit. You get to use the refrigerator a year early. 8. Packaging returns generate secondary profit For the beverage industry's cap returns and instant noodle industry's box returns, calculate the details: "Each cap returned gives you 0.5 yuan; a box has an extra 12 yuan profit. For empty bottles, we recycle at 0.5 yuan per bottle, while competitors offer 0.3 yuan. You get more profit." 9. Handling fees for packaging returns generate tertiary profit As a terminal small supermarket, you collect caps from consumers at 0.5 yuan each. Usually, this 0.5 yuan is offset against purchases, boosting your store's business. Additionally, when our factory redeems, we give you 12 caps' worth of money for 10 caps. The extra two caps are your handling fee. We run promotions to boost your sales and total profit, and we also pay you for redeeming caps. 10. Display rewards generate stable profit and boost sales, increasing total sales profit
  5. If you display 20 empty boxes at the entrance, we give you two cases of goods per month, which is another 50 yuan profit (at retail price). And this money is free; just display the empty boxes, and you get it. This is stable profit. Don't forget, for these two cases, we also return bottles, boxes, and caps. It's like interest on interest.
  6. We help you with display rewards. Place five bottles of beverage on each table, attach a price tag with the retail price, and add a laminated poster. Consumers who weren't planning to drink might grab one or two. Product display is like having a promoter in your store who doesn't need a salary. It boosts consumption without you having to explain much, and correspondingly, you increase profit. 11. Special agreements generate agreement profit 1) Special agreements include exclusive shelf display agreements, rebate agreements for meeting sales targets, and exclusivity agreements to prevent competition by requiring the owner not to sell competitors' products.
  7. Our product is on par with competitors. Do you want to earn the dozen or so yuan per box from selling theirs, or the 5,000 yuan annual exclusive reward from us? If you become our exclusive model store, in addition to sales profit, you get an extra 5,000 yuan a year. Hey, I'm tempted to quit and open a store myself.
  8. We keep records of all contracted model stores, and we give them priority VIP service... 12. Benefits beyond profit: If your profit isn't advantageous, know how to step back and explain value beyond profit. 1) Attract foot traffic: A supermarket needs products that don't make money to attract customers. In short, if you don't have products that don't make money, you won't make money. 2) Attract high-value customers: Yes, my product may not sell much in your store and bring little profit, but it targets white-collar workers. They spend a lot per visit and buy high-end products. My product is like a Chinese parasol tree or a lucky cat, attracting golden phoenixes and gods of wealth. 3) Enhance price image: My product is low-priced with low unit margin (or high-priced imported with low sales volume), but it's a price image product. Because this ultra-low-price (or high-end) product is in your store, people think your prices are low (or your store is high-end). That indirectly creates profit for you. 4) Good logistics service, no capital tie-up, damage handling, etc.: We visit weekly, deliver goods, return bottles, and calculate rebates promptly. We don't tie up your capital. If the shelf life is past half, as long as the outer packaging isn't damaged, we'll exchange for new stock. We have promoters to help you run activities... 13. I can help you increase profit 1) Sales generation creates new sales and profit: I plan to invest in displays and consumer promotions to boost sales and profit...
  9. Changing product structure generates profit: "I plan to use your store as a promotional base, distributing consumer discount coupons in the surrounding area and promoting high-priced products..." "Selling mature products that customers ask for won't make money. Only by selling products you want to sell to customers can you make money!" "New products have high initial profits. Sell them first to make money. Once they take off and prices get chaotic, you won't make money!" 14. Let customers take small advantages; they'll feel profit is higher Explanation: Letting customers take small advantages doesn't cost us much; it just amplifies their fear of missing out on discounts—making them realize what they lose by not accepting our products. Many people like small advantages. For example, why do so many people sign up for mobile phone packages with more minutes than they need? They don't need that many minutes, but they sign up because they don't want to miss out on the discounts. 1) Flexible promotions: For very small stores that can't order enough at once, within company allowances, be flexible. For example, let them order a few packs first, display and trial-sell, then next week, accumulate the order to reach the threshold and still give them the gift. 2) Promotion ending soon, I've applied for an extension for you; keep it confidential: Today is the last day of the event. I came specifically to tell you the event has ended, but I haven't submitted the report yet. If you want, I can "cut in line" and treat you under the original promotion policy. Don't tell anyone (even if the owner doesn't order, they'll thank you). After confirming that you've clearly explained the profit story and the owner is interested but still hesitating, either directly help them decide and write the order. Or act like you're leaving: "You go ahead and work; I have other stores to deliver to. I'll come back after unloading their goods. I'm afraid I might not have enough stock today." Even better, in front of them, instruct the driver to unload goods at the next-door store. -END- The best FMCG distributor learning platform in China Focusing on providing distributors and enterprises Professional, practical, and actionable tutorials Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent Article Selection | 002 Distributor Market Operations | 003 Terminal Visit Management | 004 Sales Supervisor Skills | 005 Sales Boost Techniques | 006 Channel Expansion | 007 Managing Distributors | 008 Distributor Development | 009 Distributor Internal Operations | 010 Team Management | 011 Efficient Distribution Techniques | 012 Sales Manager's 18 Skills | 013 KA Operation Strategies | 014 First Lesson for New Salespeople | 015 Internet, Brands | 016 Distributor B2B Transformation | [Long press QR code to follow]