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22 Refusal Response Scripts for New Product Distribution at Retail Outlets
This article provides 22 scripts for sales representatives to handle retailer objections when introducing new products, covering concerns about demand, shelf space, profit, pricing, and more, with the goal of overcoming resistance and securing orders.
New DistributionSalesperson: Are You Selling Yourself or Selling Goods?
Everyone knows that without process there is no result. The results of doing business are simple: performance and payment collection, further speaking, profit contribution. What about the process? That is the common business execution work, such as market coverage, display, customer relations, and promotion activities. However, these process tasks are done every day, spending a lot of manpower and resources, seemingly all the necessary work is done. But the actual results are still mediocre. Bosses complain that employees are dawdling, and employees complain that the business work is too difficult. There is always a reason for everything. Here, we switch to a most fundamental perspective...
潘文富Four-Step Rule for Improving Weak Markets
Markets are created, leading to differences between strong and weak markets. Weakness indicates problems that must be solved. A four-step problem-solving rule must be remembered: 1. Identify the problem, 2. Analyze why, 3. Determine how to solve it, 4. Verify the solution. For example, if your product struggles in the market, there may be four reasons.
New DistributionCounterattacking Internet+: A Dialogue with Business Magician Lao Shen
Business magician Lao Shen discusses how distributors can leverage Internet+ to break through. With rising costs, blocked distribution, and customer loss, the FMCG industry faces a harsh winter. On November 6, a heavyweight dialogue among 100 elite distributors seeks to find a way out, offering a free course valued at a million.
New DistributionHow Can Manufacturer Sales Reps Get Dealers to Dare to Invest?
For most manufacturer sales reps, getting their dealers to spend money is often harder than climbing to the sky. Dealers are usually cautious about investing in local brands, markets, and especially terminal activities. They either stay put, pay lip service, or only invest after seeing the manufacturer put in money. The key to getting dealers to invest willingly is to use the 'big benchmark, on-site meeting, and resource integration' approach.
韩锋Golden September and Silver October Candy Peak Season: This Display Strategy Can Double Sales
As the golden September and silver October candy and snack sales peak season arrives, distributors are rushing to stock shelves while retail stores gear up for a mini sales boom. Good product display is a store's first business card; customers who see refined and user-friendly displays are more likely to make impulse purchases, leading to impressive sales results. Therefore, patience and persistence in studying and practicing product display are essential.
New DistributionDistribution in Practice: Criteria for Evaluating Success or Failure
The effectiveness of the initial distribution during product launch in a regional market is often a key determinant of success or failure. This article outlines eight common signs of failed distribution and six characteristics of ideal distribution, providing a framework for planning and execution.
朱志明Autumn Sugar Selection | "First-tier brands have thin margins, second-tier brands have weak terminals, and third-tier brands die fast!" How to choose products to make money easily?
With the Autumn Sugar Fair approaching, distributors are preparing to find several best-selling new products. Each distributor will select products based on their local market conditions, which brings up the issue of combining old and new products. To make money, besides considering the product's selling points, one must also think about the product portfolio. How can you optimize your product mix to easily earn more profits? Among the products you distribute, which ones are "profits" and which are "weapons"? The following analysis from the Distributor's Home editor calculates which combination model is best.
New DistributionFive Key Battles in the Peak Season: Doubling Sales Is Not a Myth
As the peak season approaches, many baijiu manufacturers are gearing up for the holiday battle, aiming to capture the largest share of the massive baijiu consumer market. This article outlines five common battles in peak-season baijiu sales and provides step-by-step strategies for each, including terminal, distribution, group purchase, circulation, and banquet battles.
New Distribution20 Sales Test Questions: Test Your Sales Ability
This article presents 20 multiple-choice questions designed to assess sales skills, covering scenarios from handling product inquiries and customer objections to closing deals and managing time. Each question offers four response options, and a scoring table is provided to evaluate performance.
New DistributionA Seasoned Sales Veteran's Practical Insights: Better Than 10 Sales Training Sessions
1. When chatting with clients, salespeople should avoid excessive technical and theoretical topics; instead, focus on current news, weather, etc. Therefore, salespeople must regularly read books and magazines on economics and sales, especially daily newspapers, to stay informed about national and social news, which often serve as the best conversation starters, preventing them from appearing ignorant or shallow. 2. Regarding the four hours in the evening for salespeople: a salesperson's success largely depends on how they spend those four hours.
New DistributionSystem Analysis: Why Products Don't Move at the Terminal
Products sitting on shelves often fail to sell, leaving many companies puzzled. This article explores the underlying causes, from strategic issues like brand building and packaging design to tactical factors such as display, promotion, and channel management, offering insights to address the problem effectively.
王济保Graphical Management of Small and Medium Outlets
Common problems with small outlets: 1) Low sales per outlet and high service costs; 2) Salespeople skilled at visiting these outlets are hard to manage; 3) Owners of small and medium outlets often have low education, making them seem difficult to deal with, and new salespeople often fear them, making it hard to recruit and train salespeople for these outlets. These factors severely limit distributors' enthusiasm for developing small and medium outlets, while manufacturers' salespeople, often more educated, lack experience in visiting small outlets and are even more fearful, offering little help. So how can distributors be assisted in developing small outlets? First, map out the distribution of small outlets.
New Distribution8 Analysis Dimensions, 4 Simple Actions, Every Move Boosts Sales
1. Reasons for slow terminal sales: (1) How many terminal outlets are in the market? What is the distribution plan? How much has been completed? What is terminal inventory? (2) Which channel is selling poorly? What are the reasons? (3) Is there a terminal merchandising standard? How is it executed? (4) Is the product in the best display position? Is it better than competitors? Is it covered by competitors? (5) Do key terminal personnel know the product's pricing policy? (6) Are the leading stores and core streets in the local core area controlled by the company? Is the store image up to standard?
刘文新Market Downturn and Tough Business: How to Manage Staff, Promotions, and Outlets?
In recent years, many major brands in the food and beverage industry have hit bottlenecks, and many distributors feel that business is tough. Behind these phenomena lies a downturn in the food industry's economic situation. This article discusses how distributors can respond to the sluggish market by focusing on efficient management strategies, including standardized market management, strategic market competition, systematic personnel management, rational promotion methods, and imposing terminal management.
李临春How Do FMCG Salespeople Develop Blank Outlets?
In the face of increasingly fierce competition, every product is actively developing new outlets—circulation, special channels, catering, supermarkets... You want to fill this blank outlet, and so do others. Therefore, store owners face many such salespeople every day, and numbness is inevitable. So, in almost every store you enter, the owner will repeat these phrases: "Business is bad," "It doesn't sell," "Not needed," "We already have this," "I'm not interested"... If you simply turn away because of the owner's refusal, you won't cover many stores in a day...
New DistributionUni-President vs. Master Kong: Single Product vs. Terminal, Who Will Win in the Future?
Uni-President focuses on single products, achieving success with individual items, while Master Kong emphasizes terminal channels, even winning over Pepsi. Both Taiwanese brands leverage their strengths, with Uni-President innovating products and Master Kong dominating distribution. Uni-President's CEO claims to have stopped paying attention to Master Kong, signaling a shift towards product-centric strategy.
关公Five Observations, Eight Questions, Four Checks, and Ten Key Points for Retail Visits: Essential for Terminal Store Inspections!
This article provides a comprehensive guide for terminal store inspections, detailing five observations (display, sales staff, promotions, products, and opportunities), eight questions (sales, products, promotions, store conditions, consumer feedback, barcodes, customer relations, and training), four checks (sales data, inventory, promotional materials, and sales staff reports), and ten key points for retail success (product, price, placement, POP, key tools, main push, inventory, in-store staff, periodic promotions, and competitor information).
New DistributionThe "Three-Four-Five-Six" Rules of Terminal Sell-Through
Sales volume equals terminal count multiplied by turnover rate and product variety. The more terminals covered, the faster individual product turnover, and the richer the product mix, the easier it is to achieve terminal sell-through. However, it's easier said than done. Currently, difficult sell-through is a headache for companies and distributors. Without sales, there's no profit. Achieving sell-through requires meticulous market cultivation, which means activating people and terminals; otherwise, it's just warehousing. Products sitting in warehouses naturally don't sell. How does sales volume come about? The effect of covering one terminal versus ten thousand terminals is vastly different.
方刚Three Major Distortions in Trade Promotion Policies and Countermeasures
From manufacturer to consumer, all policies related to management, regulation, incentives, penalties, payment collection, and other profit-driven measures—such as advertising, promotions, and systems—can be categorized under "channel policies." Given the broad nature of channel policies, the author focuses on the distortions in trade promotion policies for weak brands and their prevention. For weak brands, increasing product distribution reach and depth is a key marketing priority, with relatively generous trade margins and additional promotional benefits serving as important tools to counter strong brands and direct competitors.
李政权Decoding the Ten Major Gaming Mindsets of Channel Customers: To Sell Well, You Must Understand Them All!
When dealing with channel customers, salespeople often face tricky questions, such as whether a neighboring wholesaler has stocked a product. This reflects complex channel psychology, and mastering it is key to responding correctly. In marketing practice, we inevitably interact with numerous channel customers, and understanding their mindsets is essential for success.
New Distribution14 Demonstration Display Images to Show You How to Increase Average Transaction Value
The quality of product displays in hypermarkets significantly affects supermarket performance, as face-to-face selling allows staff to introduce products, while self-service shopping cannot. Therefore, how to make products displayed in the store tell customers their unique charm and drive sales has always been a major research topic in the retail industry. Most stores want to establish a low-price image to attract customers, but how can they create a low-price image that brings in crowds without meaning overall low prices? Our goal is to strengthen the price image while ensuring a high average transaction value and profit margin, so that customers unconsciously increase their purchase amount.
New DistributionThree Major Distortions in Trade Promotion Policies and Countermeasures
From manufacturer to consumer, all management, regulation, incentive, penalty, payment collection, and other profit-driven policies related to advertising, promotion, and systems can be categorized under 'channel policy.' Given the broad concept of channel policy and the aim to be substantive, the author focuses on the distortion of trade promotion policies for weak brands and preventive measures. For weak brands, increasing product distribution reach and depth is a marketing priority, with relatively generous trade margins and additional promotional benefits serving as key tools against strong brands and direct competitors.
李政权Five Taboos for Sales Representatives Dealing with Customers: Do You Have Them?
Sales representatives often interact with customers, and frequent contact naturally leads to familiarity, with customers sometimes treating them as friends. However, over-familiarity can lead to unintentional mistakes or even principle errors. The following are common taboos that sales representatives tend to overlook when dealing with customers: First taboo: Speaking ill of customers behind their backs. Sales representatives are often eloquent, which is both an advantage and a disadvantage. The advantage is the ability to clearly explain company strengths and competitor weaknesses, product features, and sales policies, and to persuade customers with emotion and reason. The disadvantage is the tendency to inadvertently speak negatively about customers behind their backs.
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