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Deep distribution is regional rolling sales, a strategy that through organized team efforts enhances channels, market, and brand, controls terminals, and rolling cultivates and develops the market to win comprehensive market advantages and impact the regional No.1 brand. Deep distribution requires the efforts of all staff and is an arduous process. The success of deep distribution depends heavily on team execution.
Of course, deep distribution has been one of the most common market terms in recent years, and many companies are practicing it. However, most growing brands, second- and third-tier brands, are徘徊 in learning and experimentation. Deep distribution is a very brutal execution that requires strong brand push and channel control, efficient team execution, and market sensitivity with timely adjustments. It is not simply high "distribution rate" or heavy inventory pressure.
If small and medium brands use channel advantages to distribute but lack subsequent promotions, publicity, maintenance, and improvement measures, blind deep distribution may cause channel stagnation, or even impulsively kill the brand in the local area. Therefore, when doing market, brand, and product, reject one-size-fits-all empiricism. Correctly position your brand and product, find matching products, channels, and consumer groups, and then you can achieve something. Here, the author's deep distribution refers to the top 3 local brands in the industry, or new brands with strong media advertising campaigns and a series of terminal promotions or support, focusing on the techniques and key points for seizing terminals.
Case Analysis: Mr. Han is a distributor of a first-tier beverage brand in Region B. His product distribution rate has a strong position and good customer relationships in the local market. Later, Mr. Han took on a foreign big-brand food product. The brand is famous abroad but has low awareness in China. Fortunately, major satellite TV stations have been running strong advertising bombardment, and the product tastes good. Mr. Han firmly believed the brand would have long-term development, so he resolutely distributed it. After the product arrived, he spent a week distributing almost all 6 SKUs to his beverage sales outlets. However, within a month, the product's sell-through rate was very low, and after another month, it was the same. Mr. Han blamed the manufacturer entirely. The market stagnation made it hard for terminal owners to reorder, and they lost confidence. Eventually, the product was lukewarm with little improvement.
Mr. Han's situation is not surprising. The brand itself is not incapable of strong distribution, but basic research and key channel selection are needed, with a focus on sharing SKU quantities and building channel categories. More importantly, follow-up work is essential, such as promotional activities, buy-one-get-one follow-ups, free tastings in stores, gift pulls, key store research, advantageous product selection, adjustment of distribution SKU structure, and timely visits by dedicated terminal staff. Find out the reasons and improve in time. So, completing distribution is not the end; distribution is only the first step of deep distribution. Deep distribution requires deep follow-up to achieve sell-through.
Distribution Confidence: All Hands on Deck, No Terminal Conquered, No Return
Deep distribution requires a strong team to execute with one go, meaning strong execution and work efficiency, a strong, fast-paced rhythm, and a pioneering spirit for terminal channels. Before deep distribution, a full staff meeting is needed to present the plan and battle preparations, emphasize execution requirements and the concept of full participation. Whether it's supervisors leading, salespeople executing, or warehouse and logistics cooperating, marketing improvement, etc., everyone is part of deep distribution. There must be a belief in victory and confidence and fighting spirit to sprint for the No.1 brand. Market rankings 1/2/3 differ by only one number, but market share can be 60%, 30%, 10%—a stark difference that is embarrassing. So for strong local brands, there must be a determination to be No.1, the courage to not return without taking terminals. Only No.1 can maintain market position and advantage; No.2 and No.3 are dangerous. Hold a full mobilization meeting and set requirements. Adjust or dismiss responsible persons whose execution is discounted or who cannot carry out work. Deep distribution needs an iron army, not soft soldiers. Team building and training are the first step of deep distribution.
Network Grading, Comprehensive Positioning, Charge Toward the Goal
Deep distribution requires full preparation. First, conduct a comprehensive survey of terminal sales outlets. Research sales outlets and classify every sales outlet in the city: KA, A, B, C, D, convenience stores, special channels, etc. Classify by street, township, and route, and summarize the total number of outlets and distribution by route area. The purpose is to create route visit maps for salespeople and to become more familiar with your outlets. Then position and train personnel. Supervisors conduct joint visits to check distribution rate and visit rate, follow up and coordinate, and strive for strong distribution rates, surpassing competitor outlet numbers, especially key stores. Establish tools like outlet survey forms, tracking forms, visit forms, and visit cards to track and strengthen distribution, ultimately completing channel distribution. Set standards. The core execution content of deep distribution should be on salespeople's lips, in their minds, and in their actions. Must meet standards: more outlets, deeper channels, more complete SKUs, stronger market, denser distribution, more vivid displays, more thoughtful maintenance, more effective promotions, and friendlier customer relationships.
Maintenance Upgrade, Strengthen Image, Improve Service Quality, Grasp Both Hands, Both Must Be Firm
Effective use of customer profile cards and customer visit cards is also a check on sales follow-up. Terminal distribution is the foundation of deep distribution; the real distribution battle is just beginning. Terminal salespeople's image enhancement and service quality are the levers for terminal sell-through, the weapons to start sales and increase volume. Terminal salespeople need to seize display positions, that is, fight for the first display position, increase display facings, and have the awareness to surpass main competitors by "1" bottle. Price tags should be clear, and special price products should have explosive stickers and distinctive signs. Observe store characteristics, analyze competitor SKUs, and adjust SKUs and freshness according to store differences to optimize product sales and maximize resource utilization. Choose products and quantities that match store and area characteristics. Focus on key products to stabilize store sales, then promote volume products. Avoid products without focus and blind distribution. Use and strengthen store posters, POP, storefront images, and other vivid tools to increase impulse buying probability and present our products in a good, beautiful image. Of course, customer relationships with terminal store owners are also crucial. Don't be arrogant as a strong brand and ignore terminal owners' feelings. Communicate diligently, listen to opinions, solve problems, don't lie, promise only what you can do, and build good customer relationships. Good customer relationships can make terminal owners our voluntary promoters and propagandists. Our positive information and product trends will be passed to consumers through "experienced" owners, even changing stubborn consumers' ideas, increasing our consumer base and sales opportunities, and surpassing competitors. Conversely, if our customer relationships have problems, our products may have done much vivid and image building, but under the owner's cold recommendation and neglect, it becomes "wasted effort." So salespeople should communicate more with owners, do practical things, move customers, and also generate more push for our products through multiple media to maximize sell-through.
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