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Preparation Before Entering the Store for Inspection Manage what you inspect; think about recent management priorities and related in-store inspection items. Review the route manual to familiarize yourself with the terminal owner's name, check the sales representative's recorded visit times, purchase history, and gift order records. In this step, beyond familiarizing yourself with the store's basic information, it's more important to think about which products and issues need focused inspection in this store. For example: if the visit time in the route manual has been altered—think about rechecking and confirming the visit time upon entering. If the purchase history shows Product A hasn't had a second order for five consecutive weeks—think about checking Product A's display and dates in-store, being cautious of potential defective goods, asking the sales promoter about difficulties, and why the store isn't moving the product.
Greet Upon Entering, Ask About Complaints, Handle Complaints "Hello boss, I'm the business manager from [Company Name] (first clarify identity). I'm here today to check the market, see how products are selling, and if there are any issues. If there are, please tell me—I've come specifically to understand product sales and any service shortcomings from our sales reps or distributors. I'll do my best to help resolve any problems." (The first interaction focuses on breaking the ice; don't let them think you're there to inspect, make them feel you're there to serve.)
Think: This step may trigger strong complaints from the terminal, such as "Our display rewards haven't been honored," "The boxes delivered were short two bags, and the sales rep keeps making excuses," or "New products just aren't selling." As a manager, consider: Is this an isolated case needing individual assignment, or a common issue requiring a management initiative?
Distributor management: For example, how to manage distributor delivery quality, and how to penalize distributors for untimely complaint handling. Personnel management: For example, manage our sales reps to immediately fill out a "Terminal Complaint Registration Form" upon receiving complaints, follow the complaint handling process to prevent such incidents; adjust visit frequencies for problem stores and key stores with higher frequency. Policy management: For example, give sales reps certain authority to handle complaints on the spot within limits; adjust new product display, promotion, and terminal pricing policies to boost new product turnover; seek opportunity products and outlets that can move, focusing on distribution and visits.
Verify Sales Rep Honesty "Does our sales rep visit often? Do you remember his name? Did you receive the gifts? What day does he come? Did he come yesterday? Was it morning or afternoon?"... If you find "suspicious activity," follow up thoroughly. If one store reports discrepancies between visit times, gift records, and route manual entries, check surrounding stores in detail. If several stores show inconsistencies between visit times and reports, you can "file a case, interrogate, and pass judgment" on the sales rep.
Think: Is this an isolated case requiring individual punishment and correction, or a common issue? Distributor management: If terminal visits are primarily done by distributor personnel, should we intervene in their performance assessment, require their people to visit door-to-door regularly, and coach distributors to inspect their employees? Personnel management: For example, pressure managers to strengthen oversight, or introduce management systems or initiatives to close management gaps.
Compare and Evaluate Our Terminal Visit Rate "Which manufacturer's rep visits you more often? Which phone number do you call to order?" If terminals call our sales reps for orders, it indicates the principal is idle while the assistant works—distributors stay home and only handle delivery.
Think: Is this an isolated case needing assignment, or a common issue? If we're losing overall in visit frequency to competitors, managers should consider how to improve. Distributor management: For example, push distributors to add staff and vehicles for terminal visits, increase sub-distributors, force distributors to build teams for field marketing, and ensure terminal order calls go to distributor phones. Personnel management: For example, increase our staff's visit volume; adjust terminal tiered visit frequencies; eliminate ineffective small stores and increase visits to key stores.
Inspect In-Store Sales Drivers Check distribution codes: Look for opportunities to improve the product mix in the store. Tell the sales rep afterward: "I helped you place the items you missed during my check. Do you need me to handle your stores? That means you're missing orders!" For terminals that can't close immediately, the manager notes this on the customer's purchase record card to remind the sales rep to add items on the next visit.
Think: Is this an isolated case needing immediate assignment by leadership, or a common issue? Distributor management: How to get distributors involved in improving distribution performance? For example, set up distributor distribution reward initiatives, or persuade distributors to offer credit distribution to key stores. Personnel management: If sales reps' distribution items are generally incomplete, how to use distribution leverage to improve performance? Product line management: For example, compare with competitors and consumer feedback—is our product line inherently deficient? Do we need to add or adjust items? Special management: For example, whether to adjust terminal distribution standards or modify target distribution outlets for new products.
Inspect in-store display performance: Does the store's visual merchandising meet company standards? Can the visual effect be further improved?
Think: Is this an isolated case needing immediate assignment by leadership, or a common issue? Distributor management: How to get distributors involved in improving display performance? For example, set up distributor terminal display reward initiatives. Personnel management: For example, whether to adjust display reward and penalty assessment systems. Policy management: For example, whether to adjust display standards or invest in targeted display costs (e.g., create model stores in small and medium supermarkets, with year-round stack displays and visual merchandising to communicate selling points).
Inspect in-store price execution: How is clear pricing? Are there abnormal prices at the terminal? Compare with competitors (our old product is also the biggest competitor to the new one) to see if we're at a disadvantage in trade margins.
Think: Are abnormal prices and margins an isolated case needing immediate assignment by leadership, or a common issue? Distributor management: For example, manage distributor selling prices, require distributors to cut off supply to price-cutting outlets, and require delivery staff to affix price tags during delivery. Personnel management: For example, special rewards and penalties for staff on clear terminal pricing. Policy adjustment: For example, adjust trade gift policies, delay gift distribution, or deduct gifts for terminals that cut prices. Product line management: For example, if the current product line is inherently deficient in trade margins, consider product upgrades; or launch different products by channel to avoid price cutting. Special management: For example, negotiate with terminals to change markup rates, manage or even cut off supply to leading price-cutters, or limit terminal outlet numbers to protect prices.
Inspect in-store promotion execution: Does the store owner know our promotional policies? Do staff know about our bottle-opening fees and other staff promotions? How well are company-stipulated promotions executed at the terminal? Compared to competitors, are we at a disadvantage? What feedback do owners and consumers have on our promotions?
Think: Are poor promotion execution and losing to competitors in promotion policies an isolated case needing immediate assignment by leadership, or a common issue? Distributor management: For example, penalize distributors for untimely distribution of terminal display gifts. Personnel management: For example, set promotion display standards, require hanging gift posters, and implement special rewards and penalties. Policy management: For example, increase trade gifts, switch to more locally suitable gifts, or shorten display reward redemption cycles. Special management: For example, update promotion expense management processes, report model store lists to regional audit departments for spot checks, and require terminal signatures for display gift distribution.
Inspect in-store inventory: Do all products in the store maintain safe stock levels? Do we have an inventory advantage? What's the product age?
Think: Is this an isolated case needing immediate assignment by leadership, or a common issue? Distributor management: For example, launch management initiatives for distributors to ensure terminal safe stock; set minimum safe stock requirements for all terminal levels; for stores where we've purchased stack displays and shelves, require minimum stock levels, otherwise treat as out-of-stock. Personnel management: For example, clarify safe stock levels for each store tier, clarify penalties for terminal out-of-stocks and missed orders, implement special rewards and penalties, and define responsibilities and reward systems for ordering, delivery, follow-up on store requests, and shelf restocking. Policy management: For example, clarify how long products can be in the terminal before exchange for fresh stock, and offer inventory rewards to key terminals to enhance inventory advantage. Special management: For example, before peak season, tally terminal inventory, list stores without inventory advantage, and run promotional restocking.
Inspect Other In-Store Matters Information dissemination: Does the store owner know our promotional policies, new product information, and pricing? Sales promoters: Are they on duty? What feedback do they have? How is progress on recent company management priorities (e.g., model stores, terminal sales ledger creation, exclusive sales agreement signing)?
Think: Is this an isolated case needing immediate assignment by leadership, or a common issue? Distributor management: For example, set up reward and penalty initiatives for distributors on "terminal information dissemination," and follow up on distributors paying sales promoter salaries and bonuses per company requirements. Personnel management: For example, information dissemination reward and penalty initiatives, and sales promoter management systems. Special management: For example, take stock of terminals that signed exclusive agreements but still sell competitor products, find the "soft targets" (stores where our product is strong and competitor sales are weak), and set deadlines to "clean house."
This article is excerpted from Mr. Wei Qing's "Terminal Sales Bible" Originally published on Baijiu Distributor Academy: bjjxsxy