In the distribution process, dealers who follow the principle of speed-to-win can quickly and effectively get products to the point of sale, meeting consumer demand promptly and achieving zero inventory. The speed-to-win principle for dealers during distribution is reflected in the following aspects: First, focus on the big and let go of the small, making incremental progress. A dealer's resources are always limited, and product distribution inevitably requires the use of the company's human, financial, and material resources. Therefore, a dealer cannot simultaneously distribute to all areas. If distribution is carried out comprehensively without sufficient resources, it may result in all areas being covered but none achieving their goals. In such cases, the dealer must adopt the mindset of "you must let go of some things to achieve others," comprehensively assess their resources, and then determine distribution targets. They should consider the most promising or easiest channels and areas, concentrate resources on developing these first, and temporarily set aside areas with weaker potential. Once the first batch of base areas is successfully established, they can then consider developing the second and third batches. Second, sow widely, then focus on key cultivation. Once a dealer has identified their first batch of target base areas, they must concentrate resources and go all out. In these target areas, they should adopt a method akin to aerial seeding, conducting comprehensive customer visits and cooperating with interested customers. During the process, they can identify key customers for focused cultivation. This approach is mainly aimed at wholesale market customers. Sales personnel need to conduct a comprehensive visit to all customers in the wholesale market, distributing product brochures, maximum distribution price lists, and salesperson business cards, ensuring all customers receive product information. Some customers will express interest, and sales personnel should seize the opportunity for key negotiations, secure cooperation, and provide focused cultivation and support. "Sowing widely" helps identify potential key customers and also creates awareness for future redistribution in the wholesale market. Third, use small wins to attract big deals, and follow up persistently. Many dealers' brands need to enter regional Key Accounts (KAs), which involves entry negotiations. According to the working methods of KA procurement staff, they will inevitably be picky in the early stages, setting high bargaining chips: bluntly telling dealers "we absolutely won't consider your brand," demanding exorbitant entry fees, high rebates, and expense support. This is a professional habit of procurement staff, as their duty is to secure more fees, lower prices, and better terms for their bosses. Therefore, for such clients, dealers must carefully prepare for repeated negotiations while simultaneously negotiating entry with their competitors or surrounding chain stores. By quickly achieving distribution, promotions, and product displays in surrounding stores, they can prompt the KA to accept the product. This step requires professional KA business personnel who can persistently negotiate with KA procurement staff, demonstrating patience and strategy. Fourth, combine packages for quick sales. Dealers should determine, based on regional market characteristics, product positioning, and competitor situations, which SKUs are suitable for which channels, which SKUs complement each other, which can generate high volume with low margins, and which can enhance brand image. After careful analysis, different product combinations can be set. For example, for traditional channels, a product combination can be developed with reasonable distribution policies to increase acceptance; for single channels, consider a "T"-shaped distribution model with competitive products leading the way, achieving distribution fastest and making customers feel products sell quickly, creating better opportunities and lower transaction costs for subsequent replenishment. It is recommended that dealers determine this together with the manufacturer's sales personnel, as manufacturers have better product positioning and can even tell dealers which channels and products are selling quickly in the relevant region, avoiding overly subjective product combinations and distribution failures. Fifth, leverage the old to welcome the new, and support the weak with the strong. Many dealers have operated in their regions for years and hold one or two strong, well-known brands. These are the best channel resources for dealers, and they should be fully utilized to achieve rapid distribution of new products. Methods include bundling new products with mature, well-known products during distribution to prompt passive acceptance by customers. For example, use mature products as rewards for new product distribution, or include new products in distribution contracts with downstream customers, leveraging the distribution rights of well-known brands to encourage downstream customers to distribute new products. Sixth, cooperate with strong partners for indirect control. If a dealer's subordinate regions have many influential local distributors with rich local channel resources and sales teams, the dealer can consider how to utilize and share these resources to achieve "backdoor listing" of products in that region. To this end, the dealer should proactively offer favorable cooperation terms, such as pricing, incentive policies, and expense support, to boost their enthusiasm and prompt them to actively utilize resources for rapid distribution. Some dealers may worry: "Won't I lose this regional market and profits?" Of course, cooperation alone is insufficient. The dealer's sales personnel should use assisting local distributors in maintaining and developing customers as an entry point to grasp customer resources. Dealers must not sleep at home just because distributors' sales are growing rapidly; they must identify growth drivers and key customers, or they may wake up to find their distribution rights have "fallen" into the hands of distributors. Seventh, repeat and repeat again. Is this a strategy? In fact, "repeat and repeat again" is the most sustainable and effective distribution strategy, successfully implemented by many well-known FMCG companies. During distribution in a region, dealers must establish a comprehensive customer visit card, detailing customer name, phone number, products purchased, objections, and visit results. After each round of concentrated distribution, they should summarize, analyze, and archive the data. This serves two purposes: first, to fully understand and analyze information on customers who did not accept distribution, enabling timely and effective follow-up visits; second, to promptly revisit customers who purchased only a small amount, understand product sales, and increase product categories and quantities as appropriate. Many dealers do nothing after the first round of distribution, leading to downstream customers wanting to sell the product but having no stock, and some customers abandoning sales due to lack of maintenance and support. Therefore, dealers must establish customer files during distribution and require the sales team to conduct repeated follow-ups based on these files, ensuring the sales channel is truly established. Eighth, team distribution for momentum. For new product distribution, dealers should adopt a team approach, such as recruiting temporary staff or concentrating all sales personnel in one area for a phased distribution effort. The distribution team should have unified attire, messaging, planned routes, and ample promotional materials. Every market or street they visit should leave an impression of passion and momentum. This impression quickly boosts customer confidence and stimulates trial orders for new products. Therefore, dealers should train a temporary distribution team before distribution, rather than having individuals work alone in a lukewarm manner. In summary, distribution is always a process, and maximizing sales is the goal. Based on the principle that process determines results, dealers should achieve rapid response through efficient process control, delivering products to consumers in a timely manner. Source: Baijiu Dealer Academy