For many distributors, product distribution can be done quickly, but market activation after distribution is slow. Once products don't sell, it leaves a bad impression on retail stores, affecting not only the customer relationships built over years but also making it difficult for distributors to distribute other new products in the future. Judging the quality of a distributor's operation of a product, terminal sales after distribution becomes the most direct and important indicator. Because the terminal is the last link where consumers decide to purchase and the ultimate realization of distributor profits. If the distributor operates well, the terminal can guide consumption, enhance brand image, increase product flow, and secure better and more survival space and resources for the distributor. With intensifying industry competition, terminal sales have become the core lifeline of a distributor's market sales. Therefore, solving the problem of terminal sales is the top priority for increasing sales. So, how can distributors solve the problem of product sales after distribution? **-01- Reasons for Poor Sales Performance The main reasons for slow sales of new products include: 1. Low Overall Distribution Quality Sales personnel purely pursue distribution rate, focusing only on completing the number of stores within a specified time, without in-depth understanding of the target terminals, leading to a mismatch between the product's target group and the purchase location. For example, some stores are not suitable for the product at all, or some stores are in a half-dead state. 2. Distribution Without Follow-up Management After distribution, terminal management is equally important, requiring follow-up management and close service. Simply distributing without managing is worse than not distributing at all. Currently, the phenomenon of distributing without managing is widespread. For example, some products are placed in inconspicuous positions where customers don't notice them; some products are placed in warehouses but not on shelves; terminal outlets have width but lack depth. Another situation is that the market distribution rate is good, but there are many outlets, yet very few core outlets that actually generate sales. 3. Weak Terminal Merchandising Sales personnel go through the motions, appearing busy, focusing solely on delivery, payment collection, and other routine business tasks, making product sales the only goal without actually solving problems. For example, some salespeople forget about product display and terminal merchandising (such as promotional materials, price tags, POP, film, KT boards, etc., which are rarely seen in the market), and some forget to introduce the product's unique selling points and features. **-02- Clever Strategies to Attract Attention Open a good market entry point, create atmosphere, attract attention from consumers around the store, quickly increase brand awareness, make consumers think of the brand, and generate purchase desire. Enhance the Quality of Terminal Promotional Staff Promotional staff are frontline soldiers who directly contact customers. They should be trained in product knowledge and consumer psychology. If promotional staff are well-trained and use appropriate methods, promotional efficiency will greatly improve. Distributors can establish a strict management system to regulate and constrain the behavior of terminal promotional staff: First, require terminal promotional staff to submit work information reports based on daily sales; Second, sales managers should regularly go to the market frontline to fully understand the real situation at terminals, objectively evaluate the performance of terminal staff, and implement established reward and punishment policies; Third, systematically train promotional staff in both theoretical knowledge and practical skills, provide targeted supervision and guidance, and enhance their sense of responsibility and belonging. **-03- The Art of Product Display Terminal product display is a silent advertisement that creates strong visual impact and attraction for consumers. It is the most intuitive interpretation of brand image and an important reason for impulse purchases. Therefore, the following three aspects can standardize terminal display and effectively enhance brand terminal performance. 1. Choose Appropriate Display Positions Research shows that the more customers who come into contact with the product, the higher the purchase probability. Therefore, companies can set specific display standards, such as the principle of prominent position (the first place customers see when entering the store); the principle of brand concentration to showcase brand strength, enabling consumers to have related and holistic brand associations, deepening the product's impression in their minds. 2. Implement Vivid Displays Vivid terminal displays not only attract consumer attention and stimulate purchase desire but also shape a distinct brand image, directly enhancing brand terminal performance. For example, set up reminder signs and notice boards in hotels; post advertising posters in low-end stores, hang banners inside, hang lanterns under the eaves outside, arrange POP posters and decorative balls on the bar counter, and print brand ads on table cards, menus, tablecloths, ashtrays, magazine racks, and clothing covers. 3. Create a Hot-Selling Atmosphere at Display Points Research results show that about 70% of consumer goods purchases are impulsive at the terminal. Therefore, a good sales atmosphere can help companies increase sales by 30% to 50%. Thus, comprehensively use scenes, displays, showcases, in-store POP displays, DM display racks, creative displays, promotional videos, and the performance of sales guides to attract customer attention and enhance the hot-selling atmosphere at the terminal. To achieve the best terminal performance, terminal displays should also be consistent with industry and product characteristics, marketing strategies, and the location and structure of terminal stores, align with advertising images and promotional activities, choose appropriate timing, and unify detailed operational standards to create the desired hot-selling atmosphere. Based on the dynamic strategic combination of "points" and "areas" in regional markets, adopt the strategy of "using points to drive lines, and lines to drive areas," strengthen customer relationships and vivid promotional displays to achieve outlet sales and quickly sell products. If the tip is adopted, a reward of 400-2000 yuan will be paid.