Getting new products to the terminal and in front of consumers is key to a successful launch. Based on new product promotion experience, I've summarized common communication techniques and methods below, hoping to spark further ideas: 1. Store owner: "This new product isn't the best in your line, why should I stock it?" Salesperson: Boss, not every product is the best in its category, but each tier has its own consumer base, and every product we offer can genuinely increase your profits. Just like cars: Mercedes has its buyers, but Santana still has plenty of riders—and more of them. 2. Store owner: "No consumers have asked for this product, so it won't sell well." Salesperson: Boss, while I'm telling you about other stores' success, consumers have already started buying this product in large quantities elsewhere. You know that impulse buying influences consumer decisions. If consumers have seen ads for this product on TV or other media, and then spot it in your store, they'll likely want to buy it, and they may become repeat customers. That brings you not just profit from this product, but long-term gains. 3. Store owner: "I can't stock this product; I have no shelf space." Salesperson: Boss, that shouldn't be a reason not to stock it, because consumers have a demand for it. Now that Spring Festival is over and it's getting hotter, your gift-box products will sell less. Why not free up a spot for this product? It'll earn you more profit. Since it's your first order, I suggest you start small—one case or two? 4. Store owner: "I stocked this before, but it took forever to sell." Salesperson: Consumers need time to accept new products. Before, they were unfamiliar with it and didn't know its quality. Now they know it well. What used to take a month to sell will now sell in under a week. Why not keep a few cases today? Oh, I also brought promotional posters—let's decorate your store. With the poster and your recommendation, it'd be surprising if it didn't sell. 5. Store owner: "I already carry two of your products; I don't want more." Salesperson: Since you carry two, it shows consumers here accept them. You know that different consumers have different needs, and even the same consumer's needs change over time. So offering more choices helps you meet demand and earn more profit. I suggest you add this one too. 6. Store owner: "I don't want this large size." Salesperson: Boss, this large size is developed for special families—those with many members who use it for cooking. I know many families go to distant farmers' markets to buy this size, and some buy in bulk to reduce trips. If we offer it here, they won't have to travel far, and your profits will rise. 7. Store owner: "This size doesn't sell in my store." Salesperson: I know it's not the fastest seller here or elsewhere. But even if few customers buy it, some do. If everyone else stops selling it and you're the only one, you'll get more customers. And those customers won't come just for this product—they'll likely buy other items too. 8. Store owner: "I don't need to stock two or three sizes of every product; I can't compete with big stores." Salesperson: Boss, surveys show that when consumers can't find what they need, 40% delay purchase and 60% go elsewhere. Do you want to let profits slip away? Having what others have, and more, is your best bet. 9. Store owner: "I won't stock it now; I'll wait until someone asks." Salesperson: That way, you'll miss sales when someone asks, and you'll send your regulars to the store next door or across the street. Think back: when we launched ** and **, no one asked beforehand. Now those brands bring you significant sales and profit. So we have every reason to believe this new brand will succeed too. 10. Store owner: "I don't need all three sizes; I'll start with one and add others if it sells." Salesperson: Our market research shows the sales ratio for the three sizes is 30%, 50%, and 20%. If you stock only one, you get just 30% of the business; with all three, you get 100%. Our data also shows that during a launch, stores with full sizes sell several times more than those without. If a consumer wants the large size and you only have small, your competitor—who has all sizes—will win that sale. Let me put these three into one case. See which sells best this week, then order a full case next time. For slower sellers, order less. That lowers risk and boosts profit. 11. Store owner: "Why should I help you launch this product?" Salesperson: You're not launching it for us. Some manufacturers rely on retailers because they don't know the product's potential or won't spend on promotion—once they sell to you, they're done. But we run constant promotions and strong ad support. Consumers will associate the new brand with your store based on ads, and they'll be curious to try it. So give them—and yourself—a chance. 12. Store owner: "Since you're direct from the factory, why is your price higher than the wholesale market? Are you taking big commissions?" First set of answers: a. We deliver to your door, anytime and in any quantity, which adds to our costs. b. Wholesale markets only discount for large volumes, but we have no minimum order. c. (Show daily visit reports or promotion tracking sheets) Our pay isn't tied to sales or commissions; it's based on the number of stores we distribute to and helping you improve your store's image. Second set of answers: d. Buying direct from us means no fakes—no lost money or reputation. e. Our supply is stable; regular visits ensure you never run out, and in tight times, we prioritize direct customers. f. Our hot products are always available at stable prices, unlike the volatile wholesale market. g. Even if you need just one or two cases, we deliver immediately, so you don't tie up capital and improve cash flow. h. Our salespeople help manage your shelves and put up posters, boosting your store's image and sales opportunities. 13. Store owner: "What if it doesn't sell? Will you take it back? What if you don't keep your word?" Salesperson: Our products are developed after market and consumer research, so people will buy them. Look at our previous ** and ** products—they all took off. And if sales are poor here, we can exchange them; just notify us within the specified time, and we'll swap for fresh stock free. 14. Store owner: "Give us some on consignment or credit, or we won't take it." Salesperson: Boss, you know we never sell on credit. Plus, our new products are thoroughly researched to make you money. You've been in business long enough to know new products have the fattest margins. Ask Boss Zhang on Guangming Road—last week he sold over 100 cases of this product. At 5 yuan profit per case, that's over 500 yuan from this one product alone, more than all his other products combined. 15. Store owner: "This product's margin is too low; we won't sell it." Salesperson: Brand-name products usually have lower margins but higher volume, so profits come from volume. Plus, they attract customers who'll also buy other items, bringing extra profit. 16. Store owner: "I'm out of money; I've spent it all on other products. No orders today." Salesperson: A case costs only a few dozen yuan, but it brings more than that in profit. And we offer reliable service. Your neighbors across the street and next door have already ordered. If a customer asks here and you don't have it, they'll go there, and you lose a sale. Since most of your business is repeat, if regulars can't find what they need, they might switch loyalties. 17. Store owner: "Your product looks smaller than 's." Salesperson: Let's weigh them—they're the same weight (they look smaller due to thickness). Which is heavier, *** or starch? Same weight but smaller size means higher *** content, and consumers prefer that. So, one case or two? 18. Store owner: "Your product has low *** and lots of starch; it doesn't taste good." Salesperson: We've developed high, medium, and low-end products for different spending levels. High-end targets urban premium consumers; low-end targets mass market. What you mentioned is likely the standard grade. We have higher *** options here—* and *** have especially high ***. How many should we order this time? 19. Store owner: "I can't decide; my wife handles the money. She has the final say." Salesperson: A case isn't expensive. If needed, I could cover it for you? But a big boss like you wouldn't let a small salesperson do that. This is your call—business isn't a gamble. If your wife gets upset, I'll treat you to dinner later. So, how many this time? **20. Store owner: "I'll just take ; I'll get the others next time. Who knows when this case will sell." Salesperson: How about this: I'll leave 30 of each of the three new products—that's exactly one case. Same price, but you'll have variety. Next order, stock up on what sells well and cut back on slow movers. That way, you take no risk. **21. Store owner: "Why is your product 1 yuan more than ***'s?"** Salesperson: You get what you pay for. Different products can't be compared. Both are cars, but a Mercedes can cost millions, while you wouldn't pay a million for a Santana, right? Besides, 1 yuan per case is just a cent per unit—it won't hurt your profits. Ours is a brand name that brings in customers, and the extra profit from that is worth far more than 1 yuan. 22. Store owner: "My store is clean; I don't want posters." Salesperson: Posters promote both the product and your store. When consumers see the poster, they know you carry it and will come in. Without it, they might think you don't have it and go next door. I'll handle putting up posters and keeping the product tidy every visit. You just sit back and count the money! 23. Store owner: "I'm busy today; let's do it another day." Salesperson: I'm sure you wouldn't turn away money. Let me check what you're low on, and we'll unload quickly, same as usual. How about it? 24. Store owner: "This is a pharmacy (jewelry store, stationery store, etc.); we've never sold such products." Salesperson: I used to think that too. But if customers see our product while shopping, they'll likely want some. At the Health Pharmacy in the south of town, they stocked our ** and now sell dozens of cases a week. 25. Store owner: "My chef can make these; we don't need your ready-made products." Salesperson: Our product is mass-produced, affordable, convenient, and boosts your chef's efficiency. I'm confident it'll improve your business—consumers get more choices, and your business will thrive. 26. Store owner: "The boss isn't here; we can't decide." Salesperson: Why not call the boss? Ordering promptly helps him make money. Calling shows you care about the business and are responsible. He'll surely reward you when he returns. Of course, these scripts alone don't guarantee success in every sale or launch. New product promotion requires persistent effort and coordination with other steps. For example, once distribution reaches 60% or more, run promotions in key cities or high-traffic areas targeting the consumer base. Or do promotions first, then distribution. Combine push and pull to get new products selling quickly. -END-