---
title: "Still Talking About the 8-Step Terminal Visit? No, Sales Still Won't Go Up!"
description: "The article argues that traditional B-end deep distribution (terminal visits, shelf restocking) is no longer sufficient for sales growth, and proposes a shift to C-end deep distribution, which focuses on consumer engagement and traffic generation. It emphasizes that while B-end work remains necessary, it should be more precise and efficient, with the core work being consumer-side activation."
author: "刘春雄"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2018-10-12"
language: "en"
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# Still Talking About the 8-Step Terminal Visit? No, Sales Still Won't Go Up!

> The article argues that traditional B-end deep distribution (terminal visits, shelf restocking) is no longer sufficient for sales growth, and proposes a shift to C-end deep distribution, which focuses on consumer engagement and traffic generation. It emphasizes that while B-end work remains necessary, it should be more precise and efficient, with the core work being consumer-side activation.

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◎ Text | Liu Chunxiong
**LDZMH:** If FMCG big brands don't do visits and distribution, just try it? Even the best-selling products will fail after a few months.
**Zhongjing Xulu:** In reality, maybe Teacher Liu hasn't been to county-level terminals. As a frontline salesperson responsible for county distribution channels, our main tasks when visiting terminals are: to win back our product display space, find our goods in the warehouse, and complete price tags. Second is to greet the boss and discuss activities or posters. If you don't visit a store for two months, you won't find a single product of yours. Display space gets squeezed by competitors, and your goods get hidden away.
**Guangtou Mafei:** We need to address specific issues case by case. Marketing is a systematic project; we can't generalize from one point. For FMCG, if you don't visit or distribute, terminal visibility is low, and shelf share is low. In less than three months, can this brand still be found in the local market?
**She Yu De:** Let these food giants try not visiting and see if they can find their display space in stores.
These objections are expected. If there were no objections, it would either mean that distribution and visits are completely outdated, or that they are indispensable as core channel work.
I promised in the comments to respond with an article. This is that article.
01
In 2016, I discussed with beer deep distribution master Fang Gang the question of "where is deep distribution heading?" The routine work of deep distribution—distribution, visits, shelf management, promotion—has been done for so many years that it has reached a dilemma: **you can't not do it, but doing it doesn't increase sales.**
As the netizens above said, if there's no product on the shelf, how can you sell?
At that time, my conclusion with Fang Gang was that deep distribution would develop towards precision and efficiency. However, now I have changed my view.
Recently, Shi Wei, one of the advocates of deep distribution, wrote a book called "Deep Distribution." At the beginning of the year, when I heard that Shi Wei was going to publish this book, I was surprised: why write a book on this topic now?
Later, after in-depth communication with Shi Wei, I understood. Shi Wei actually proposed deep distribution from another dimension.
**If the deep distribution proposed around 2003 is called "B-end deep distribution," then the current deep distribution should be called "C-end deep distribution."**
B-end deep distribution goes deep to the terminal; C-end deep distribution goes deep to the C-end.
02
The main work of B-end deep distribution is: distribution, shelf management, visits, promotion, and customer relations. At that time, the "eight-step work method" was the standard for deep distribution.
What was the result of doing these main tasks well? The answer: sales could increase.
Why could sales increase? First, because the total market was still growing; second, these tasks activated the terminals; third, promotions could boost sales and let consumers feel they got a bargain.
In the later stage of B-end deep distribution, around 2008, the "eight-step work method" gradually failed. At that time, I proposed replacing deep distribution with "terminal promotion." Two companies did this particularly well: one was Arawana, and the other was Uni-President's Lao Tan Sauerkraut Noodles. Uni-President's slogan was "Build a sales system oriented towards promotion."
Looking back now, **terminal promotion is work between the B-end and C-end, using C-end work to promote B-end work. Compared to pure B-end work, it is undoubtedly a huge progress.**
The netizens' comments focus on one point: without distribution and visits, there's no product on the shelf, so how can you talk about sales?
I want to ask in return: if you do these tasks well, will you have sales?
The main work of an era is not to do some "have to do" tasks, but to do tasks that "increase sales when done."
03
Under current conditions, what kind of channel work can bring sales growth? I think it is "C-end deep distribution."
Here, C-end refers to consumers.
Some may ask: why didn't we do C-end before? First, because doing B-end was effective, so there was no need to increase costs for C-end; second, because there were no technical means before, but now with mobile internet, we can connect with the C-end. For example, communities and mini-programs. On October 10, I trained dealers for a dark tea company, and they specially invited Tencent people to talk about mini-programs, so there are already technical means to connect with the C-end.
**The next 2 years will be the dividend era of C-end deep distribution.**
Which companies are doing C-end deep distribution? Jiang Xiaobai, Lidu Baijiu, Xiaoshile—these companies are all doing it. Some people don't understand Jiang Xiaobai, thinking they just do good communication, but their deep distribution has already reached the C-end. Recently, I went to Lidu in Jiangxi for a study tour and found their C-end deep distribution is excellent. Their slogan is "Be the number one player in immersive scenario experiences."
What is the main work of C-end deep distribution? I think there are two items: one is communication ignition; the other is sell-through. How to do these two tasks well, I will write a special article later.
Traditional ignition used to be the work of the marketing department, but now it must become the work of the sales department. The sales department is both the "army" and the "air force," and its functions must change.
The sell-through of C-end deep distribution is also different from B-end deep distribution. The sell-through of B-end deep distribution is essentially "redistribution of terminal inventory"—if your product sells more, other brands sell less. The sell-through of C-end deep distribution is essentially "creating incremental volume for the terminal," which is actually work to attract traffic to the terminal.
04
**Note: B-end deep distribution is essentially dividing up terminal inventory; C-end deep distribution is essentially creating incremental volume for the terminal.**
These two approaches have different positions at the terminal.
Some people say, if you don't do shelf management, visits, or customer relations, the terminal has no goods to sell. I tell them some more pitiful situations: companies pay for display, and when the salesperson visits, the display is good. But as soon as the salesperson leaves, the display is changed immediately.
I once asked a store why they changed the display. The boss's answer: it affects sales.
If without visits and shelf management, there's no product on the shelf, does that mean shelf management, visits, and customer relations are very important? Or does it mean these tasks are not working at all?
Two answers, two solutions. One is to be deeply trapped and unable to extricate oneself; the other is to seek liberation.
05
After replacing B-end deep distribution with C-end deep distribution, does it mean we stop doing B-end deep distribution work? Of course not.
To do C-end deep distribution, you still need to distribute goods first. However, **it's no longer about distribution rate, but precise distribution.**
After distribution, will there be natural sales? Now natural sales are difficult, so we need to do C-end deep distribution, i.e., communication ignition and C-end traffic generation.
When C-end ignition and traffic generation sell-through work is done well, we have the right to ask the terminal to proactively do shelf management and replenishment. For example, we found that when C-end deep distribution is done well, some terminals proactively ask for distribution. At this time, the position at the terminal is different.
Why is the position different? As mentioned earlier, B-end deep distribution is essentially "dividing up inventory," while C-end deep distribution is essentially "traffic generation," i.e., creating incremental volume.
Even if we do C-end deep distribution, do we completely stop visits, customer relations, and shelf management? Of course not.
Work facing the B-end still needs to be done, but there are two differences: first, precision strikes. Based on backend analysis after channel digitalization, any problematic terminal must be solved more precisely; second, routine visits, shelf management, and customer relations are still needed, but the frequency of routine work should be greatly reduced. Because such routine work is relatively inefficient.
The logic above is: **If you do C-end deep distribution work well, the B-end deep distribution work is greatly reduced.**
C-end deep distribution does not abandon B-end deep distribution, but includes it, improves its precision and efficiency, and reduces the intensity of routine work.
Source: Teacher Liu's Forum (ID: liuchunxiong1964)
**October 23-24, during the Autumn Sugar and Wine Fair, New Distribution will host the "2018 FMCG City Distribution Logistics Conference"** . We will invite industry big names, FMCG warehousing and distribution experts, and dealers who have transformed to unified warehousing and distribution platforms, to discuss and answer questions about the future development trends of FMCG city distribution logistics and practical cases of dealer transformation to unified warehousing and distribution, under the theme "New Distribution, New City Distribution." We hope to bring you different inspiration and thinking! The specific meeting agenda is as follows:
**List of Participating Companies**
In no particular order
Hunan Zonglan Diandan Network Technology Co., Ltd.
Jingbang (Wuhan) International Freight Forwarding Co., Ltd.
Mengniu Dairy
Qinghai Hanxiang E-commerce Co., Ltd.
Unilever Service (Hefei) Co., Ltd. Shanghai Branch
Huicong
Hunan Xuanang Food Co., Ltd.
Guangzhou Tongdaoren Information Technology Co., Ltd.
Qingdao 888 Trading Co., Ltd.
Uni-President Enterprises (China) Investment Co., Ltd.
Hunan Province Zhongxiang Gongpei Logistics Co., Ltd.
Shenglong Ingredients
COSCO Shipping Logistics Warehousing and Distribution Co., Ltd.
Guangxi Yongpai Liquor Co., Ltd.
Shangqiu Kangrong Trading Co., Ltd.
Jinan Dingzhong Economic and Trade Co., Ltd.
Liaoning Bimai Agricultural Technology Co., Ltd.
Kunming Xiongjia Trading Co., Ltd.
Shaanxi Houheng Trading Co., Ltd.
Guangzhou Dingwo Enterprise Information Consulting Co., Ltd.
Shaodong Jiajiale Commercial Firm
Boda Trading
Industrial Bank Changsha Branch
Wuhan Muchen Convenience Store Chain Co., Ltd.
Fujian Fuxing Yuncang Logistics Co., Ltd.
Guizhou Yilimi E-commerce Co., Ltd.
Jiangxi Xiao Laoer E-commerce Co., Ltd.
Jinshan Koufu
Shanxi Taihang Yuanjing Supply Chain Management Co., Ltd.
Shanxi Dezhu Supply Chain Management Co., Ltd.
Shaoyang Tongdeli Trading (Xiangbang Logistics)
Huanfu
Tongda Express City Distribution
Beijing Xinjingxiang Food Co., Ltd.
Wuhan Huizhong Tianhong Liquor Co., Ltd.
Changsha Paide Biotechnology Co., Ltd.
Chaoan Tuqiang
Guizhou Yihe Bopin Supply Chain Management Co., Ltd.
Jiangxi Kang'en Industrial Development Co., Ltd.
Xiangtan County Yisuhe Town Yuhua Paper Store
Luoyang Yuanlang Trading Co., Ltd.
Tongchuan Yaozhou District Huayuan Supermarket Co., Ltd.
Hunan Yongfu Jiujiu Trading Co., Ltd.
Zhejiang Chengchengtong Logistics Co., Ltd.
Chongqing Kaiguo Materials Trading Co., Ltd.
Beijing Xianmaixianmai Data Technology Co., Ltd.
Hanchuan Qixing Trading Co., Ltd.
Tongxin Jiuzhi Trading Co., Ltd.
Guizhou Meiguo Guoguo Network Technology Co., Ltd.
Hubei Anjie Logistics Co., Ltd.
Hubei Kuaixiao Hulian Technology Development Co., Ltd.
......
**Representative Dealers in Transformation (Tentative)**
In no particular order
Jiangsu Huashang City Distribution Network Co., Ltd. Chairman, Rong Jun
Hubei Yijiaren Logistics Co., Ltd. Chairman, Wang Bo
Sichuan Chengdu Xingrenxing Trading Co., Ltd. General Manager, Jiang Shuming
Shandong Yunbang Warehousing and Logistics Co., Ltd. Chairman, Liu Jichen
Chongqing Lingyu Consumer Goods Supply Chain Management Co., Ltd. Chairman, Tu Mingyu
Guangzhou Zhongshan Wanrong Marketing Co., Ltd. Chairman, Yang Su
Sichuan Bajie Supply Chain Management Co., Ltd. Chairman, Yuan Xia
Hubei Pengdun Meiyitian Supply Chain Management Co., Ltd. Co-founder, Li Qiangyun
Henan Xuchang Jiulegou E-commerce Co., Ltd. Chairman, Zhang Jianyong
Hebei Changyi Logistics Co., Ltd. Founder, Ma Haichao
Hebei (Chengde) Wulian Yun Warehouse Co., Ltd. General Manager, Meng Yucun
Xinjiang Urumqi Su'an Jinchi Logistics Co., Ltd. Chairman, Zhang Xun
Jilin Sanxing Lian'gou Chairman, Zhang Hailing
Hebei Dunjie Supply Chain Management Co., Ltd. Founder, Qiang Huitao
Hunan Damei Supply Chain Management Co., Ltd. General Manager, Liao Lei
......
-END-


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