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 Ice-breaking 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/ask if there are any customer complaints to handle; also, I'll give you two small gifts. You won't let me put up posters? That's fine, see you next time. Before leaving, I say, "Since it's our first meeting, it's normal that you don't order. We're not just here to sell; we come once a week for service. After a few more visits, once we're familiar and trust each other, we can cooperate." Second Visit: The owner still ignores me? That's okay, I still follow the standard customer visit steps. This time, the store is less crowded, and there's space, so I do display and inventory management: I help tidy your shelves, wipe dust off products with a cloth, do FIFO for your store's products (even non-our-brand), and tell you, "I've put the two boxes with older dates 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? That's okay, I still follow the standard steps. This time, the focus is on cleaning the display cabinet. I use a basin of hot water with laundry detergent to clean the display cabinet thoroughly, telling the owner that even though the cooling cabinet doesn't need power in winter, it still needs maintenance, or 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. The warehouse is dark, so I use my phone's flashlight to check production dates and put the older stock in front. In the freezing cold, I'm sweating from work. Before leaving, the owner offers me a cigarette and says, "Thanks for your hard work." I know it's working; next time, I'll make the 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 with disdain, like a heroine facing enemies, 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). That's okay, I still follow the standard steps. The wife loves money, so this time I focus on 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, looking as serene as a Buddha, 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; I can't keep up. I'm about to cry. Just then, the weather turns cloudy and it starts to drizzle, so 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's absence and the old lady's friendliness, I place our products in the best positions on the shelves, hang ten hanging banners from the ceiling, and put six posters on the wall near the entrance. The store 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. Sixth Visit: Great, all three "top executives"—the owner, his wife, and his mother—are present! The old lady sees me from afar and invites me in for water, the owner offers me a cigarette, and even the wife gives me a smile, though still lukewarm. Ha, I can finally sit down. My half-year 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, drink water, smoke, 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 it something I haven't explained clearly?" The wife says 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 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 empty-box display rewards to boost consumption." "Start with half a box to try. I'll give you the freshest stock this month, with 12 months of shelf life. Also, I'll apply for the new-store display reward promotion for you (though the event ended the day before yesterday)." "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 hesitating. I'll decide—take two boxes." In the end, I only place an order for one box—I have to give the wife some face; she's also a 'top executive' in the store. Walking out, I breathe a sigh of relief. This 'stubborn household' is finally done. It took six visits to sell one box of new product. Most importantly, 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: 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 this.' 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 you're near a Muslim community, you lack a cooking oil with halal certification. Our corn oil has Islamic certification; please consider it. 2. Missing price points 1) Missing low-price image products: Do you know why people say the store next door has cheap things? They have a new 'Liudingmu' instant noodle at an ultra-low price of 0.6 yuan per pack. An ultra-low-price product lowers the entire store's price image. Now everyone says the next door is cheap. I have a few low-price products here to fill that gap for you. 2) Missing high-price image products: Yes, yes, this town has low consumption levels, but there's still a segment of high spenders—aren't there several Audis in town? Your store is on a main road, and all kinds of people come in. Having a few high-end products on display 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. That would be a big loss. One visit from them is worth ten from others. I suggest you take a small quantity of each of our high-end products. 3. Insufficient variety in a category or price point, lacking choice 1) Category variety: You have nearly ten types of juice, but only two brands of bottled water. Consumers have too little choice. Should I add some new products for you? 2) Price point variety: Your shelves are well-stocked—instant noodles from 0.8 yuan, 1 yuan, 1.2 yuan, 1.6 yuan, 2 yuan per pack, up to bowl, bucket, cup, and dry-mixed noodles. You're a professional at stocking. 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 at the same price point after a while. If you don't have enough stock, consumers will think your store is understocked. Today, I've brought you four varieties in these price points. 4. Reference system analysis: Maximize sales opportunities for bestsellers, sell in series 1) Try a few bestsellers: Don't worry about not selling. Our drink series has the best-selling single items; almost every store carries 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 sells well in your store despite being expensive, it means 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 the same bestseller: Since Fumanman instant noodles sell well, let's 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 counterbalance them. We're like a cannon mount; use us as a mount to prevent Master Kong from dominating. Profit Aspect: Help Store Owners 'Calculate the Accounts Carefully' A profit story is never as simple as purchase price minus selling price. Boss, you've been in business for years; you've surely calculated profits thoroughly. Pull up a small stool, sit down, and listen to me calculate the detailed accounts 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 'net cost.' 2) Retail price: Store owners don't set prices based on their own costs but first look at what the neighboring 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, building the owner's 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. Fumanman's 'Every Box Has a Gift' gives a towel. Most consumers in retail stores don't buy whole boxes. When the box is opened, you can sell the towel for at least 3 yuan, adding 3 yuan profit per box.
  2. Your store is big; you need to give employees Spring Festival benefits, right? Buy 10 boxes of oil and get 10 bags of rice, which you can give to 6 employees. It's killing two birds with one stone, saving you from buying them. 3. Exclusive product price management helps protect your unit profit
  3. We only distribute to 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 supermarkets 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 I introduced a new product to a community store owner, he asked, 'Will you deliver to other stores?'—He was worried about price undercutting among stores in the same community. His store is in a good location and size. I replied, '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; see for yourself—give reasons why your product will sell, like advertising and promotion support, and cite specific cases and numbers of other stores selling well.' 5. High consumer consumption per visit generates per-customer profit 'Our drinks are high quality. High-end restaurants now prefer low-sugar, light, healthy drinks. Consumers consume a large amount at once, so you earn more.' 6. Fast turnover generates turnover profit return As a store owner, you don't earn unit profit but 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—sold out in three days, turning over ten times a month, so monthly gross profit is 0.5 yuan times ten equals 5 yuan. Generic brands earn 2 yuan per pack but take two months to sell, so 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'll 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; break it down to daily). That adds 8 yuan profit per box. Earlier, I mentioned an 87% return rate; with this, your profit exceeds 100%. Besides, for a small supermarket, you need a refrigerator. If we don't give it, you'd have to buy one. Now we give it first. After completing the task, we refund the deposit, and 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 in detail: 'Each cap returns 0.5 yuan; a box has 12 caps, adding 12 yuan profit. For empty bottles, we recycle at 0.5 yuan each, while competitors pay 0.3 yuan, so you earn more.' 9. Handling fees for packaging returns generate tertiary profit As a small supermarket, you recycle caps from consumers at 0.5 yuan each, usually offsetting purchases, which boosts your store's business. Additionally, when we redeem, we give you money for 12 caps for every 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'll give you two cases of goods per month, which is another 50 yuan profit (at retail price). This money is free; just display the empty boxes, and you get it. It's stable profit. Don't forget, for these two cases, we also return bottles, boxes, and caps—it's profit on profit.
  6. We help you with display rewards: place five bottles of drinks on each table, attach price tags with retail prices, and add laminated posters. Consumers who weren't planning to drink might grab one or two. Product display is like having a promoter in your store without paying a salary; it boosts consumption without much effort, increasing your profit. 11. Special agreements generate agreement profit
  7. Special agreements include exclusive shelf display agreements, rebate agreements for completing sales targets, and exclusivity agreements to prevent competition by not selling competitors' products.
  8. Our product is on par with competitors. Do you want to earn a dozen yuan per box from them, or earn our 5,000 yuan annual exclusive reward? If you become our exclusive model store, you get an extra 5,000 yuan per year besides sales profit. Hey, I'm tempted to quit and open a store myself.
  9. We keep records of all contracted model stores and 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) Brings 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) Brings high-value customers: Yes, this product may not sell much in your store or bring much profit, but it targets white-collar workers. They have high per-visit spending and buy high-end products. My product is like a plane tree or lucky cat, attracting customers who are like golden phoenixes or gods of wealth. 3) Brings price image: This 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 coverage, etc.: We visit weekly, deliver, return bottles, and calculate rebates promptly, without tying up your capital. If the shelf life is past half but the outer packaging isn't damaged, we exchange for new stock. We have promoters to help with activities... 13. I can help you increase profit 1) Sales generation creates new sales and profit: I plan to invest in displays, consumer promotions, boost sales and profit... 2) Changing product structure generates profit: 'I plan to use your store as a promotion 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 profit; sell early to earn first. 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 preferential opportunities—making them realize what they lose by not accepting our products. Many people like taking small advantages. For example, why do so many people sign up for mobile phone packages? Many don't need that many minutes, but they sign up because they don't want to miss out on the benefits. 1) Promotion flexibility: For very small stores that can't meet order quantities, be flexible within company rules. For example, let them take a few packs first, display and trial-sell, then accumulate on next week's order to reach the threshold and still get gifts. 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 the report hasn't been submitted 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 the profit story is clear and the owner is interested but still hesitating, either directly help them decide and write the order, or make a move to leave: 'You go ahead; I have other stores to deliver to. I'll come back after unloading their goods. I'm afraid today's stock might not be enough.' Even in front of them, instruct the driver to unload goods at the neighboring store. Source: Teacher Wei Qing (ID: weiqinglaoshigongsi) Click Read Original to see more highlights from the 4th FMCG + Internet Conference... -END-