Product sell-through has always been a major concern and headache for companies and distributors alike. When operating in the market, do you often encounter the following three situations? 1. The product simply doesn't sell, no matter how hard you try; There are two reasons: First, the product itself is weak (poor appearance, lack of selling points, bad value for money, unsuitable taste or quality, etc.); Second, you don't know how to execute a sell-through strategy. 2. The product sells, but very slowly, lukewarm; 3. The product takes off quickly but then dies or stagnates after the initial hype. These three scenarios are common sell-through problems we face in the market. But what core factors actually drive sell-through? Let's discuss 18 aspects. 1. Product: The product's "silent selling power" determines its sell-through power. Wine tempts from the outside in! Let's talk about things beyond quality—the product's silent selling power. Wine tempts from the outside in! Just like when we notice someone of the opposite sex, we're first attracted by their appearance, then through contact and understanding, we appreciate their inner beauty or flaws. We consider three aspects of silent selling power:

  1. Visual differentiation;
  2. Perceivable value for money;
  3. Selling points that live up to the name. 2. The second factor is price: Pricing sets the destiny. Price design and model determine the probability of sell-through and the product's life cycle. Price design involves two questions: First, price band selection; Second, price model selection. 1. Price band selection faces four issues: 1. Blue ocean: Relatively opportunistic, less competitive, but a mainstream, essential price band; 2. Red ocean: A price band crowded with brands and intense competition; 3. Mainstream: A price band with essential demand, possibly competitive or overlooked by competitors; 4. Niche: Essential demand not yet formed; could be an opportunity or a price band trap requiring cultivation. 2. Price model selection offers three models: 1. Low-price model; 2. Fair-price model; 3. Premium-price model. Consumers buy the feeling of getting a bargain within high value, not necessarily low price. With low or fair pricing, do you have enough room for consumers to feel they're getting a deal? 3. The third factor is profit space: Money makes things happen; reasonable profit space is the driving force for product sell-through.
  4. Profit space design should occur before the product is finalized;
  5. A product's profit space design should include at least three components: 1. Channel profit space (determines channel push); 2. Company profit space (determines company profit and operational/marketing investment capacity); 3. Consumer promotion space (determines consumer promotion intensity). When operating in the market, we need to design channel promotions based on reserved channel space, varying promotion formats, but staying within the reserved space. The same applies to consumer promotions. This ensures sufficient push and pull for the market. Why is our profit space easily eroded? Often because channel profit space and consumer promotion space are overextended, squeezing company profit and market operation costs to meet market demands. 4. The fourth factor is brand: My understanding is that brand is a result, not a resource. Sell-through power comes from influence, and influence comes from activity.
  6. Brand presents three values: awareness, trust, and influence.
  7. Awareness and trust only reduce sales resistance; they don't solve consumer motivation.
  8. True sell-through power comes from influence, and influence comes from activity. Influence is sales power and consumption power. The key is to get consumers involved and create strong influence over them. Core: atmosphere momentum, interactive experiences, letting consumers participate, and influencing each other. This is why PR builds brands. 5. The fifth factor is market layout: Markets are first designed, then executed. Otherwise, product sell-through and market breakthroughs are difficult.
  9. Three market layout models, chosen based on competitive opportunity and resource fit: 1. Urban blitz; 2. Township encirclement (urban-rural fringe); 3. Full-scale attack: for resource-rich companies.
  10. Two market breakthrough paths, chosen to focus resources and achieve rapid breakthroughs and market harvesting:
  11. Single-point breakthrough, rolling development;
  12. Single-point breakthrough with surface layout, rolling development. Which is better: pure single-point breakthrough or single-point plus surface layout? It depends on three factors: company resources, competitive advantage, and survival needs. Pure single-point breakthrough, if the education cycle is long, may not generate enough returns to cover investment. If resources can't keep up, competitive advantage is hard to show, and survival is threatened—this can lead to "point dies, person dies." With point breakthrough and surface layout, you concentrate resources on key areas while deploying a small force to core outlets on the surface. These core points, though limited in number, can generate significant sales and support the focused areas. So, point breakthrough with surface layout can create a situation where both points and surface thrive. 6. The sixth factor is channel model: Different products require different channel models and different introduction rhythms. Four strategies:
  13. Single-channel launch strategy;
  14. Core store launch strategy;
  15. Composite channel launch strategy: simultaneous launch in foodservice, distribution, and group buying.
  16. 1+1 channel launch strategy: foodservice as the main breakthrough + distribution core as support (core store display). 7. The seventh factor: Distribution rate. For new products, distribution doesn't need to be extensive; effectiveness is key. We need to track four key indicators:
  17. Core store distribution rate;
  18. Core street distribution rate;
  19. Core area distribution rate;
  20. Overall market distribution rate. 8. The eighth factor is alignment: Alignment not only creates sell-through momentum but also reflects work efficiency. Alignment means doing the right things at the right times and making different choices based on current conditions. We need to focus on five aspects:
  21. Seasonal alignment;
  22. Outlet alignment;
  23. Policy alignment;
  24. Resource alignment;
  25. Promotion alignment. 9. The ninth key factor is recommendation rate: For new products, first solve the "willing to sell" problem. Only when people are willing to sell can a product become a bestseller. New products become bestsellers because people are willing to sell them. Solving the "willing to sell" problem means solving terminal push.
  26. Profit first;
  27. Willing to recommend;
  28. Easy to recommend. 10. The tenth factor: Customer relationships. I want to highlight recommendation rate and customer relationships. Effective customer relationships aren't just about material benefits; it's about the value customers perceive you bring. The depth of customer relationships lies in your uniqueness and the extra value you create for customers. Customer relationship success comes from two levels:
  29. Material level;
  30. Spiritual level. Here are some forms: 1. Irregular core customer networking events; 2. Planned monthly or quarterly meetings; 3. Unexpected gifts and care; 4. Being a mentor and friend to customers. 11. The eleventh factor is core stores: Core stores are not only the breakthrough for product sell-through but also the leaders that drive other outlets. The 80/20 rule: Focus on the top 20% of stores. By concentrating efforts on these, you build confidence in other stores, create a hot-selling atmosphere, and achieve sell-through across the entire area. Core store development: Breakthrough for product sell-through, achieving high-frequency consumer purchases in small areas. Dual drive of image and sales. Specific steps:
  31. Core store selection;
  32. Core store construction standards;
  33. Core outlet development. 12. The twelfth factor is atmosphere creation: Atmosphere induces consumers, changes their acceptance psychology, and is an indispensable part of driving terminal sales or recommendations. Market atmosphere comes from five levels: *** 1. Product display:** The quality of product display is reflected in four aspects: First, the products displayed; Second, the quantity displayed; Third, the display method; Fourth, the display location. *** 2. Stack displays;** *** 3. Terminal atmosphere;** *** 4. City activation;** *** 5. Ubiquitous advertising posters, with a key element: visible from outside the store.** 13. The thirteenth key factor is model building: Without models, development is hard. Having a model creates influence and sales power. Models are the most striking, most likely to attract consumer attention and create influence and sales power. Atmosphere first, sales later.
  • I divide models into five categories.
  • First, model areas.
  • Second, model streets;
  • Third, model stores;
  • Fourth, model communities;
  • Fifth, model promotional campaigns. 14. Brand pull: The closer you are to consumers, the more opportunities they have to choose and stay loyal to you (weekly, continuously). *** Principle: Low cost, find a theme, create a gimmick, high frequency, influential, interactive, fast spreading.** First, popularity; second, participation; third, experience; fourth, transaction; fifth, influence—all laying groundwork for sales terminals.
  1. Plan promotional activities around fixed holidays, both traditional Chinese and Western, which occur monthly. Based on holiday characteristics, plan small, low-cost activities that attract consumer attention. Keep it simple and direct; focus on doing and attracting attention, not spending big.
  2. Participate in local events or activities, and leverage nationally viral hot topics for promotion.
  3. Self-planned consumer activities: e.g., inflatable mascot parades, tastings, roadshows, community events, brewery tours, fishing, cycling, etc.
  4. Opinion leader groups (regular customers, residents with wall ads, small business owners, frequent store visitors, etc.).
  5. Participate in local media or organization events (e.g., blind date shows, talent contests, singing competitions). The key is participation and momentum, not spending. 15. Terminal push: Product sell-through isn't just about boosting terminal enthusiasm; it's about how you help terminals sell.
  6. Core customer tasting events: One-table tastings are best, with a "big brother" figure to win over first.
  7. Small wine gifts for core stores;
  8. Tasting cards;
  9. Regular customer tastings + coupons;
  10. Big prizes inside cases;
  11. In-store tasting, purchase, and prize draws;
  12. Cumulative rewards;
  13. Volume-based rewards;
  14. Empty box exchange;
  15. Cap collection for redemption (with special anti-counterfeit marks, recognizing marks not caps, to avoid post-promotion issues). 16. Promotions: Promotions aren't just for sales; they're for creating influence and spread. Turn promotions into activity marketing. We must make promotions into marketing, doing things that impact the brand and product, not just buying and selling. *** Activities should have differentiation, memory points, and highlights; be fun, memorable, and discussable;** *** Attract attention, generate interest, stimulate desire, and drive consumers to act.** *** Activity marketing should focus on the influence and sales power it creates;** *** Promotions often become promotions for their own sake, activities for their own sake.** 1. Theme promotions rely on excitement (make the whole city talk about you, with substance). *** Four elements of theme promotion design: eventfulness, explosiveness, spreadability, and shareability;** *** Theme activities focus on broad promotion, ignition, and persistence; the worst is stopping after a taste.** *** For ground promotion (posters, materials), avoid brand-claim advertising for baijiu; consumers won't respond unless your claim is very strong. Focus on theme-based activity promotion.** Examples: 10,000 bottles of wine for 1 yuan each (total 100,000 yuan); Example: 10,000 diamond rings giveaway; Example: Win a car with wine purchase; Example: 10,000 laptops; Example: 1,000 five-day tours to Singapore, Malaysia, Thailand (e.g., Xifeng: buy 3,750 yuan of wine, get a 3,750 yuan Shaanxi tour); Example: 1 million cash giveaway; Example: Free Apple or Samsung phones; Example: Buy wine, get a house; Example: Buy wine, get insurance; Example: Buy wine, get a car (trade wine for a car, then buy wine and get a car), etc. (Group buy: 1,000 cases of Kouzi窖 6-year, get a 300,000 yuan Mercedes); Case: "Buy one case, get one free" ignited Baoding; Case: "1 million cash" caused a citywide stir; Case: "10,000 bottles for 1 yuan each" quickly started the market, etc. 2. In-store promotions rely on participation (participation creates influence). Focus on core stores: Choose high-traffic, high-influence outlets that match your product, especially foodservice. Collaborate with terminals on a series of in-store consumer promotions and spread the word. Focus on participation, fun, consumption experience, hotel attention, and expansion from point to surface, eventually forming scale and buzz. *** Buy wine, get a dish; dine, get wine (free tasting), limited-time wine gifts, limited-table wine gifts (first few tables);** *** Buy large, get small; buy wine, get gifts, etc.;** *** Flash sales (a moment worth a thousand gold), limited-quantity sales (for retail stores);** *** 1-yuan purchase, 2-yuan purchase;** *** Spend threshold, get a draw, smash golden eggs;** *** Quantity discounts (1 bottle full price, 2 bottles 30% off, 1 case 50% off, etc.);** *** Tiered discounts (1st bottle full price, 2nd 30% off, 3rd 50% off, 4th 60% off, 5th 80% off, 6th free), etc.** *** One bottle, one draw, big prizes, lasting three months. Quickly start the market.** Core stores, popular stores, impressive stores, foodservice streets, farm stays, etc. 17. Wedding and banquet activities: Banquets not only boost product sales but also expand product promotion.
  • Weddings, graduation banquets, birthday banquets, etc., fall under banquet categories. Since these purchases are fragmented, they need collection and promotion. Therefore, banquet wine sales terminals, consumer terminals, and consumer purchase incentives are the core of banquet marketing. 1. Sales terminals (including key banquet wine contacts, candy shops, etc.): Incentives include per-table rewards, per-order rewards, information rewards (providing leads for salespeople to approach the host), one-time sales rewards, cumulative sales rewards, evaluation rewards, and composite rewards; 2. Consumer terminals (mainly hotels): Joint promotions with hotels, buying exclusive wedding venues, buying wedding table blocks, obtaining hotel wedding information, etc.; 3. Consumer hosts: Free gifts, cash discounts on wine purchases, buy several get one free, buy wine get travel, buy wine get hotel banquet discounts, one free bottle per table, buy one get one, buy wine get a table of cigarettes, alcohol, and drinks, buy wine get services, buy gifts plus personalized services, personalized products, etc. 18. Salesperson work: Do work that helps terminals generate sales and produces results, not just routine tasks. Who is responsible for terminals? Generally, salespeople are directly responsible for their assigned stores. 1. Visit rate: Visit frequency, routes, and work content (merchandising, solving sales problems, advising on sell-through, not just pushing stock, developing new stores, etc.) 2. Focus on leading products; 3. Spend more energy on key stores; 4. Prioritize key projects. Salespeople who truly know how to sell start from a "maximize sales" mindset, doing the tasks that most impact sales first, rather than going through the motions and wasting company resources. For the remaining video course, reply with "朱志明" to get it. -END- Content Selection Reply with the following keywords to search and read related articles: Sales Supervisor, Second-Tier Management, Regional Manager, Distributor Management, New Channels, City Manager, Competition, 2015, Manufacturer-Dealer Game, Product Stagnation, Terminal Visit Management, Route Management, Deep Distribution, Internal Management, Sales Skills, Profit Improvement, Recruitment, Distribution, Daily Management, Team Motivation, Trade Promotion, Sales Misconceptions, New Product Launch, Township Market, New Product Pricing, Sales Target Achievement, Closing Deals, Market Visit Inspection, Baijiu, Beer, Sales Increase, Agency Products, Cross-Region Sales, KA, Terminal Merchandising, New Market, Market Operation, Learning, Book Recommendations, Inventory Management, New Salespeople, Consumer Promotion, Execution, Old Products, Expired Product Handling, Model Market, Franchise Recruitment, New Media, Distributor Development, Performance Appraisal, Assessment, Annual Planning, Sales Guide, Morning Meeting, Display, Transformation, Stock Pressure, Holidays, Distributor Cost Control, Channel Operation, Marketing Theory and Laws, Brand Truth, Order Conference, Team Management, Training, Debriefing, Debriefing Report.