---
title: "Sorry! We Don't Want to Cooperate with Such Terminal Markets!"
description: "As distributors, we work hard every day to cultivate new customers and plan activities for retail outlets. After years, some outlets have grown significantly, while others remain stagnant. The key difference lies not in the market environment but in the way business is conducted and the attitude towards it. The following types of township customers are particularly troublesome and rarely achieve significant growth."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2017-07-08"
language: "en"
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# Sorry! We Don't Want to Cooperate with Such Terminal Markets!

> As distributors, we work hard every day to cultivate new customers and plan activities for retail outlets. After years, some outlets have grown significantly, while others remain stagnant. The key difference lies not in the market environment but in the way business is conducted and the attitude towards it. The following types of township customers are particularly troublesome and rarely achieve significant growth.

Click the image for details
As a distributor, we rush around the market every day, cultivating new customers and helping outlets plan activities.
After several years, some outlets have developed considerably, with booming business and growing momentum, while others remain stagnant. It's often said that market competition is fierce and business is hard, but that's just an objective excuse.
The overall environment is the same for everyone, so why do some sell products well while others sell poorly? In fact, the more important factors determining business success are the methods and attitudes towards doing business. The following township customers give us headaches and are generally difficult to grow big.
1
****Complain all day, never look for reasons within themselves****
**▼**
When customers choose any brand, there are both advantages and disadvantages. We need to weigh the pros and cons and leverage strengths while avoiding weaknesses.
You constantly say that a certain brand has high visibility and customers easily recognize it. You also say that a certain product is cheaper than ours by dozens of yuan.
You compare visibility with first-tier brands, and price with generic brands. If you don't recognize and have confidence in your own brand, no matter how good the product is, you won't be able to grow it big and strong.
2
********Unwilling to invest, storefront not renovated for over 5 years********
**▼**
Now the food industry is highly competitive. The neighboring stores have long been renovated and upgraded, but your store still looks like it was decorated five years ago. Even the signboard is a spray-painted one, and the interior is just a simple paint job with products placed inside. There are no latest posters from the manufacturer.
Such a store image can only sell cheap promotional products. Customers who are willing to buy regular-priced products may be turned away by your store's appearance.
3
****************The store is full of promotional products****************
**▼**
You make a habit of selling promotional products, and when it comes to new products from the company, you always make excuses and remain indifferent. You don't take company training seriously either.
Promotional products are phased policies introduced by manufacturers to support the market, and they are basically common products available in every store. The role of promotional products is mainly to attract customers into the store. Once customers are inside, you should guide them to purchase regular-priced products with relatively higher profit margins!
4
********************************Lazy management, just waiting for customers to come********************************
**▼**
In the terminal market, selling food requires diligence and a sweet tongue, but you are lazy in both hands and mouth.
You are not ambitious, playing with your phone while staring at products, preferring to sleep rather than spend time learning about products or studying customer psychology. You wait for customers to come every day, selling if they buy, and not caring if they don't.
Products are displayed haphazardly, and you are too lazy to wipe off the dust. After-sales service is not done seriously or actively; you procrastinate and delay, or even ignore customers, telling them to look elsewhere. Such neglect damages the brand image severely. Who would come to you to buy food?
5
********************************Always asking for policies, never proactively thinking about increasing sales********************************
**▼**
When the manufacturer helps organize an event, you expect them to provide all personnel, materials, and gifts, otherwise you won't do it.
When the manufacturer helps improve your store image and build a specialty store, you complain about having to order more goods and share the renovation costs. You want the manufacturer and distributor to cover everything, otherwise you won't renovate. You sell only a few boxes a month, yet you always complain about what policies a certain brand has. You don't realize that their policies are earned through volume.
6
********************************Changing brands frequently, being fickle********************************
**▼**
For an outlet to grow big and strong, it needs the support of brand influence and the network of relationships built on honest business. Brand influence requires word-of-mouth and time to gain recognition from local consumers.
Today you sell a brand because its policy is good, and tomorrow you find another brand cheaper and switch to that.
Without brand awareness and frequent changes, you cannot build an influential brand, and there is no future.
7
********************************Defaulting on payments, never proactively repaying********************************
**▼**
When you ask to take goods, you first ask if you can owe some money. We cooperate with manufacturers on a cash-before-delivery basis, and we also need to meet manufacturer targets, which requires stocking up and tying up a lot of capital.
Our vehicles can only maintain normal operations if we collect full payments. Some outlets are short on funds and delay payments. Out of trust and support, we give some leeway, but in return, payments are delayed again and again with various excuses. If that money were in the bank, it would earn interest, but when owed to you, you think it's your due.
8
********************************Lack of capability for value-added services********************************
**▼**
You don't have professional value-added service personnel, and worse, you don't understand what value-added products and services are, nor are you willing to partner with others to share the responsibility. For you, a small problem can become a big one. You often blame the manufacturer for product quality and service defects, and complain about poor value-added services.
Little do you know, if products were perfect, why would they need distributors? They could just advertise on CCTV saying they have flawless products and value-added services.
9
********************************Hoping for a free lunch********************************
**▼**
Your staff sit in the store all day like urban white-collar workers, unaware of market changes. They get complacent for a week after a big sale, play cards on the computer, watch boring videos and news, and only chat on WeChat or grab red envelopes. They dream that one day the brand they distribute will become famous, with a perfect cost-effective product, and they will make money.
In fact, they don't understand that brands need accumulation, and success needs even more accumulation.
9
********************************Hands-off boss type********************************
**▼**
A boss who is hands-off and doesn't care about anything. Because they made some money, they entrust the business to family or relatives and live a life of pleasure. As long as they make money, they don't care about market conditions. When they realize they are no longer making money, the market is already beyond saving.
Everyone in business should put themselves in others' shoes. We all have difficulties; terminal markets have their own, and distributors have theirs. But the premise should be the same: actively and diligently work to build the brand locally.
When you complain about why customers go to competitors instead of your store, it's better to first look for reasons within yourself, identify your shortcomings, and strengthen your advantages. I believe our business will get better and better.
-END-


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