In the process of FMCG terminal distribution, especially during the new product launch phase, salespeople often report that during visits, customers raise questions they cannot answer, causing communication to stall and deals to fail. Here are standard responses to common customer resistance points.
First, distinguish whether the terminal customer's resistance is genuine or false. If it is a genuine resistance point, it should be resolved through multiple visits, understanding the customer's true needs, and advancing and increasing customer relations. This will not be detailed here. False resistance points are just excuses or reasons customers casually find to fend you off, made without understanding the product, performance, service, or profit. Therefore, there is still significant room for closing the deal. As long as you seize opportunities and handle such issues properly during communication, developing customers will surely become enjoyable.
"I've sold it before, and it didn't sell well." Answer: Thank you very much, Boss ×, for your support of our product. Can you tell me the reason it didn't sell well? Was it that consumers didn't like it, the product itself wasn't attractive, the profit margin was insufficient, the manufacturer's service wasn't in place, the merchandising wasn't enough, or the price was high? (Find the real reason it didn't sell well.) It's okay, just tell me directly; it will push us to do better. However, based on my years of experience, whether a product sells well mainly depends on the boss. If you are willing to support me, I believe it will sell well. For example, there's a convenience store on ×× Street, not as big as yours, and the boss was very willing to help me sell it, and it ended up selling better than some mature brands. Yesterday's poor sales don't mean today's will be poor, just like yesterday we didn't know each other, but today we've become good friends and brothers. Don't you think so?
"I don't want to sell new products." Answer: Are you worried the product won't sell well? Today we are doing a promotional distribution, so you don't need to stock much, and this isn't a one-time visit; our cooperation is long-term. Our product is a well-known brand with guaranteed after-sales service. A store as big as yours can surely sell a box or half a box. There's no risk at all. Try a box. (Customers who don't want new products are mostly afraid of trouble and worried about not selling; once you remove this psychological barrier and stocking risk, the deal is likely.)
"The price is high, no profit." Answer: What profit margin do you think is reasonable? (Ask clearly the profit space the customer wants.) Please don't compare our product with inferior ones. Our product has guaranteed quality, made with genuine materials, and after-sales service is in place. On top of the current price, you can also enjoy additional VIP-style services. You can compare prices; you get what you pay for. We don't talk about high profits, only reasonable ones. I think you don't just pursue profit and ignore the product itself. If there are no other objections, let's take two boxes.
"After-sales service is not guaranteed." Answer: Building a brand doesn't happen overnight, and no one wants to lift a rock to drop it on their own feet; that would hurt. As for after-sales service, the company is more concerned than you. Moreover, all our talk here is just speculation. If you don't give me a chance, you'll never know the quality of service. Giving me a chance is also giving yourself a chance. If you find our service good, we can continue to cooperate; if not, we can still be friends. How about two boxes?
"I don't trust salespeople." Answer: That's true. (First agree with the customer.) There are indeed a small number of irresponsible salespeople in the market who make promises but don't deliver, causing losses and harm to customers. Once bitten, twice shy. I understand your feelings. Better the devil you know than the devil you don't. Look, I've already come three times. I believe our relationship has transcended cooperation. You can take a small amount first. If I do well, give me praise and encouragement. Let trust start with cooperation. Take a box!
"I'm in a bad mood, and I take it out on the salesperson." Answer: Boss, you seem to be in a bad mood today! (Be perceptive and strike first.) What happened? Earning money is to make yourself happier. Here, have a bottle of Banlanhua. This year, don't send flowers; send Banlanhua instead. Everyone drinks it and laughs. It's very popular. (Use humorous language to defuse the customer's mood.)
"The customer ignores the salesperson." Answer: (Use self-deprecation.) Boss ×, are you unhappy to see me? Although I'm not easy on the eyes, I can still handle both domestic and public affairs. You can ignore me, but you can't refuse money. I'm here today to bring you money. Happy earning, happy living. (First raise the customer's interest, eliminate rejection, then talk about the product.)
"I'll sell it after others do." Answer: I really don't understand; you can be a leader. Have you noticed that those who go first get the best? Why follow others? If it sells well here, it may not sell well elsewhere, and vice versa. My success depends on everyone's support. If everyone were like you, I'd be out of a job. Heaven has mercy; you are willing to support me, right? Take two boxes!
"There's a precedent: salespeople didn't keep their promises." Answer: It's undeniable that some salespeople casually promise conditions and then fail to deliver. (First go along with the customer's thinking.) Such practices are just to gain your support, but the approach is not honest. Since you've had this experience, it's understandable that you have this prejudice against me now. My style is different: if I have it, I have it; if I don't, I don't. Claiming something that doesn't exist is clearly cheating you. Business is about integrity and long-term relationships. I wouldn't lose customers' trust by making random promises; that would be counterproductive. Why not try cooperating with me? Give me a chance, and I'll give you a world. Take a box of Banlanhua!
"The box-opening prize is troublesome." Answer: First, understand the purpose of the company's box-opening prize. What aspect do you find troublesome? The box-opening prize is a direct rebate to customers, allowing them to profit directly. You might think it's troublesome to collect the boxes when opening, but you're overthinking. Our requirements are not high. You just take one box of fifteen bottles, put eight or nine in the fridge, six or seven on the shelf, and the box is displayed. It doesn't take extra space or require stocking up. If it sells well, we continue; if not, consider it a favor to me. How about a box?
"There's no budget for fees." Answer: There are no fees now. Our product is new, and the market operation differs from mature products. We aim for points. Fee investment is tied to sales volume. If you ask for fees, I might ask for sales. Currently, I don't want to put too much pressure on you, and you might not accept my conditions. So let's not talk about fees. Just support me by stocking the product. I'll put a box on your shelf!
"I'll call you if I need it." Answer: Ha, Boss ×, thank you very much for your support. Your words remind me of a customer who said exactly the same thing, telling me to call if needed. Years have passed, and he still hasn't called. Clearly, you're fooling me. Can you tell me the real reason you don't want to stock? (Understand the true resistance and needs.) I have stock now; I'll directly put down two boxes!
"I'll sell it when the weather gets hot." Answer: Many customers initially thought the same, saying they'd wait until the weather warmed up. But after communication, they are now selling it and doing well. (Give examples.) Actually, beverage sales have little to do with weather; only the speed and volume are somewhat related. Why not choose today? Action speaks louder than words. If you really want to support me, stock a box now! (Use a little provocation.)
"The fridge has no space; it's not enough." Answer: If you're willing to support me, there will be space in the fridge. If not, you'll say that regardless. I don't think this is the real reason for not buying. Can you tell me your true thoughts? (Find the real resistance.)
"The taste doesn't suit consumers (too sweet or too bland)." Answer: (Use comparison.) What taste do you usually prefer? Does your wife (or husband) have the same taste as you? Different people have different preferences. Moreover, the company's product taste is based on consumer surveys, catering to the majority. We can't ignore the public's taste because of individual differences. Don't you think so? Taste can also be cultivated in sales, like a man and woman falling in love—from not knowing to knowing, then to loving. One sip might lead to a lifetime love, right? Take two boxes and have a romance.
"I'll sell it after clearing out the slow movers." Answer: Thank you very much for your support of our product and me personally! (Have a grateful attitude.) I don't know how you define good and bad sellers. Based on my years of experience, I've found that if the boss sells, even a slow mover can become a fast mover; if not, a fast mover can become slow. 98% of in-store sales depend on the boss. Banlanhua is the same: it sells well in some stores and slower in others. That's because the boss's support differs. With your support here, I believe it will sell well. Since we've met by chance, sell early and earn early. One box or two? (Choose one of two.)
"The boss is not here; come back later." Answer: It doesn't matter that the boss isn't here. I believe the boss trusts you highly since he left the store in your charge. If your management brings higher profits to the store, won't the boss have a new evaluation of your abilities? (Learn to appreciate.) You can certainly stock one or two boxes.
"I have no money." Answer: (Use direct confrontation.) Boss ×, you're exaggerating. If you don't have money for a box, no one would believe it. Even if you had no money, this is a chance to earn money, and you don't want it. I think you're just fending me off. Is there another reason? (Find the real resistance.) If not, I'll put down one or two boxes.
"The 'one more bottle' redemption is troublesome and not timely." Answer: We not only have the best product but also the best service. For 'one more bottle,' there are three channels for redemption: distributor, sub-distributor, and salesperson. You can call any of them anytime; it's convenient and fast. We come every Wednesday. Do you think this service adds trouble? Would you like one box or two?
"I'm busy now; no time." Answer: Sorry to take your time. Can you spare one minute? (Most people will give a minute; use small units to overcome resistance.)
"Give me the POP; I'll stick it for you." Answer: (Never believe the customer will stick the POP.) Thank you for your support. The company has strict requirements for POP placement and even has dedicated inspectors. I'll do this task myself; no need to trouble you. Just help me sell more Banlanhua.
"Nobody asks about this product." Answer: Of course, no one asks because you don't stock it. How can anyone ask? Our product is new, so we need your support! Every product has a first time. Mature products also had no one asking at the beginning. Some consumers like new tastes and products; they are more receptive. Let them see it first, and one sip might lead to a lifetime love. Try a box.
"Can I sell on consignment?" Answer: No! (The tone must be firm.) For goods worth tens of yuan, you'd be embarrassed to consign. Don't stock too much. With a responsible attitude, take one or two boxes first. More would tie up your capital. If it sells well, you can stock more. I'll give you one box first.
"I want to taste it first to see the flavor." Answer: Sure. The taste is excellent. Banlanhua is a health herbal tea that refreshes the mind, nourishes the stomach, soothes the throat, clears the lungs, and protects the liver. How about two boxes?
The sales process is a game and an inspiration. In this process, your achievements depend on your attitude toward learning. The more you learn, the greater the possibility of gaining more, and the greater the chance of success.
Sales has no right or wrong. Sales methods should be like water, without fixed forms: square when encountering square, round when encountering round. Everything should start from customer needs, not from pushing products. This requires salespeople to improve their psychological quality, knowledge, experience, and adaptability. The key to solving these problems is two words: learning. A person who doesn't learn has no future; a salesperson who doesn't learn won't achieve good sales results.
Diligence is paramount; with diligence, nothing is difficult in the world. Sales requires diligence in speech, hands, and feet. I wish everyone in the sales field to be like a fish in water, fly higher and higher, and become a successful salesperson!
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