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The Shelf: Defeating Rivals in the Final Battle at the Point of Sale
Winning at the point of sale is a consensus. From R&D to production to distribution, manufacturers go to great lengths to ultimately succeed at the retail terminal. The display, promotion, and sales of products on the shelf determine a brand's fate. How can we improve shelf efficiency and avoid wasting resources? 1. Ensure proper shelf management to leave no opportunity for competitors.
New DistributionWhy Should We Develop Visit Plans for Sales? | Recommendation
In companies we typically engage with, fewer than 30% of sales directors pay attention to sales visit plans, and fewer than 20% actually develop visit plans for their sales teams. Customer visits are among the most critical sales activities and one of the few digitally measurable tasks besides sales performance, making them a top priority in sales management.
刘昭Mengniu Sales Operations Standardization: Breakdown of Standard Actions for Visit Execution
This article breaks down the standardized sales visit procedures for Mengniu's常温 (ambient), 低温 (low-temperature), and 冰品 (ice cream) business representatives, covering pre-visit preparation, in-visit actions, and post-visit review. It emphasizes key tasks such as checking displays, managing inventory, collecting competitor information, and following up with customers and distributors.
蒙牛作业标准部Standard Action Breakdown for Grassroots Business Vehicle Operations
Riding along with delivery vehicles is a fundamental task for frontline sales staff, serving as an excellent channel for customer service and relationship building. It not only helps better understand the market and find solutions but also deepens emotional bonds with clients, significantly boosting their enthusiasm and cooperation. This article breaks down eight key actions for effective vehicle operations, from communication and inspection to product placement and order closing, aiming to coach clients and improve market performance.
New DistributionMonitoring: A Knife That Destroys Sales
In February, a well-known company's marketing management department planned to install a telecom GPS positioning system on salespeople's smartphones to track their daily routes, aiming to better manage frontline staff. After confirming this with a marketing executive, the author predicted significant staff turnover. Indeed, upon returning from a business trip, the executive reported that nearly 30% of excellent employees had left, and another 30% had expressed intentions to leave. The author explained the negative impacts on trust, security, and freedom, and advised shifting from management to motivation.
New Distribution20 Key Considerations for Client Visits
This article is intended for marketing professionals. The key principle is that preparation is essential for success. It outlines 20 critical points to consider when visiting clients, from scheduling appointments and researching client information to preparing materials, handling objections, and following up after the visit.
袁非武Don't Fight the Trend—Give the Terminal Back to the 'Distributor'
This article discusses three major trends in the FMCG industry: e-commerce impact, health consciousness, and price band upgrades. It argues that manufacturers must empower distributors and improve their terminal management, rather than relying solely on their own sales forces, to adapt to these trends.
魏庆Do You Think a Salesperson's Job Is Only Distribution, Distribution, and More Distribution?
The author, a former distributor, uses real examples to show that salespeople often focus on distribution during peak sales periods, missing opportunities. He introduces the concepts of 'core sales days' and 'core sales time slots' to emphasize that sales efforts should align with when consumers are most likely to buy, and suggests strategies like community direct selling and treating markets as stores.
刘春雄The Unstoppable Sales Vanguard: A Breakdown of 42 Actions in the Professional Store Visit Process
From the day I entered the industry, my boss told me, 'Distribution, display, sales, and collection' are the sacred mission of a Sales person, a mantra to be memorized even in dreams. I have seen many who shout slogans like 'Iron Army' or 'Commando Team,' but behind their slogans, I see no evidence of their 'iron' will or 'commando' capabilities. Sales indeed needs some slogan motivation, but more importantly, it requires persistence and focus in every step. Only then can we thoroughly defeat competitors and build a top-tier sales team.
俞雷Mengniu Internal Insights: Breakdown of Standard Execution Actions for Outlet Development
This article details the standard operating procedures for developing retail outlets for Mengniu's ambient, low-temperature, and ice cream products, including step-by-step development processes, various development methods with their pros and cons, and principles for outlet selection and development.
蒙牛作业标准部Coca-Cola Terminal Merchandising Detailed Guidelines (Text Version)
Coca-Cola, founded in 1886, is one of the most successful consumer goods companies in the world. Entering China in 1981, it has maintained a leading market share through superior product quality, advanced marketing management, and successful brand management. As market competition intensifies, 'winning at the terminal' has become a crucial strategy, and terminal merchandising is the core of terminal operations. This article details Coca-Cola's merchandising principles, including basic theories, benefits, and specific guidelines for display, advertising, cold drink equipment, and inventory management.
可口可乐Demonstration | 19 Examples of Incorrect Supermarket Displays, with Commentary and Analysis!
This article compiles 19 images of incorrect displays for your reference. Check your own displays against these examples. The article covers end cap displays, floor stack displays, floor baskets and promotion carts, and small shelves at the checkout counter, pointing out common mistakes such as exposed back panels, improper product segmentation, excessive variety, and lack of visual impact.
New DistributionThirty Secrets to Countering KA Procurement Negotiation Tactics
As a KA manager (salesperson), you face procurement negotiations daily, and these buyers are typically trained professionals who use their learned tactics against you. Without proper training, especially for new KA managers, you may fail to recognize these tactics as mere tricks, leading to concessions without gains. This article provides thirty counter-strategies to help KA managers effectively respond to common procurement negotiation techniques.
赵永杰11 Sales Techniques Every Sales Champion Must Master
In terminal sales, besides vivid and engaging explanations, mastering certain sales techniques is essential to make the entire sales presentation more perfect and more appealing to consumers. Technique 1: Learn to ask closed-ended questions during the sales process, designing questions for each selling point that require customers to answer 'yes' or 'no'.
王应权Visiting Clients: Details of Communication Determine Sales Success!
Based on years of experience, for small and medium-sized enterprises that sell through distributors, especially for products with low brand awareness, choosing the right distributor that aligns with the company's development philosophy, products, and sales policies is the crucial first step toward success. Distributor enthusiasm and efficient communication skills essentially account for half of product sales success. So how can you enhance distributor enthusiasm and maintain efficient communication? The author believes that when visiting clients, details of communication determine success or failure. How do you communicate with clients? What content should you communicate to win their hearts and encourage them to invest more attention in your product's growth?
马树文The Most Systematic Guide: A Step-by-Step Breakdown of Sales Supervisors' Daily Visits and Management Actions with Distributors
When salespeople visit new distributors, they have plenty to talk about—products, policies, promotions. But what about visiting an established distributor who knows company policies better than you do? What should you say? After long travel, a salesperson has only three to four effective hours per day with a distributor. If you ask what specific actions they take during that time, the answers are often incomplete or vague, with many reciting training concepts instead of concrete steps.
魏庆Is It Hard to Get Products into Small Shops? A Veteran Salesman's 'Five-Character Guide'
The cost of acquiring a new customer is generally 5 to 10 times higher than retaining an existing one, and the value brought by a retained customer far exceeds that of a new one. This sales rule applies to any industry, including the baijiu (white liquor) sector, which is currently undergoing a difficult reshuffle with widespread losses. To consolidate sales channels, major liquor companies are turning to roadside small shops and mom-and-pop stores, and a veteran salesman has developed a 'five-character guide' for successful distribution to these outlets.
New DistributionHow to Effectively Control and Avoid Market Returns
Returns are inevitable in any product business, arising from either quality issues or market factors. Market-related returns typically stem from poor sales efforts, secondary wholesalers' mismanagement, or retail outlets' failure to rotate stock. To control and avoid such returns, companies must enforce first-expiry-first-out (FEFO) principles, rapidly distribute new products, clear near-expiry stock through promotions, and ensure diligent daily store visits and inventory checks.
段杨Visual Merchandising Guide: A Comprehensive Summary of Display Methods for Nearly 30 FMCG Categories
The terminal display is the final step in realizing a product's commercial value, often referred to as the 'last kick.' Effective in-store merchandising is crucial for boosting sales and leaving a lasting impression on consumers. This article compiles 30 practical display methods for various FMCG categories, including beverages, dairy, biscuits, candies, and more, offering valuable insights for retailers.
New DistributionWhat Should a Salesperson Talk About on the First Visit to a Client? Part 3
On the first visit, how can a salesperson make the client interested in the business? The salesperson can rely on brand influence, company strength, marketing models, excellent sales teams, and successful cases in the surrounding area. They can also use their own business acumen, high-level market operation skills, and personal charisma to spark interest. It is very difficult for a salesperson to meet the store owner because the staff won't reveal the owner's phone number or schedule. If the salesperson happens to run into the owner, the owner may deny being the owner. Meeting the owner is hard, and closing the deal is even harder.
孙授诚What Should a Salesperson Talk About on the First Visit to a Client?
After introducing the company background and brand strategy, the salesperson should discuss operational ideas tailored to the local market and client, covering how the brand will be operated, how to cooperate with stores, and how products will be sold. This includes marketing strategies, promotion models, development methods, annual plans, market operations, promotional plans, and more, all aimed at helping the store grow and ensuring a successful partnership.
孙授诚Grab, Dress Up, Manage: A Three-Step Strategy to Win at the Point of Sale
In the past, the mantra was 'the terminal is king,' but everyone rushed into group buying and made easy money. Now, as the industry cools and high-end liquor prices drop, the channel ecosystem has shifted, and the once-reliable government and business group buying has given way to the more fragmented mass-market liquor era. This is an era of consumer sovereignty, where liquor consumption is more rational. The key is to attract consumers' attention and drive sell-through at the point of sale—this is the fundamental, practical know-how everyone needs. The first step in winning at the point of sale is to grab.
New DistributionWhat Should a Salesperson Talk About with a Client on the First Visit?
Many company executives report that salespeople don't know what to say to clients. Despite lengthy training, the messages are inconsistent. Salespeople often present policies, read them out, mention delivery materials, and show samples, but clients' comments leave them indecisive. The key to failure is that salespeople lack a firm stance and their own negotiation system. First impressions are crucial; if the first meeting fails to impress the boss, future business will face great resistance.
孙授成A Practical Guide for City Managers on Managing 'Route Sales Rep' Customer Relationships
This article addresses the common problem of 'cultivating but not refining' in route sales, where deep distribution efforts fail to yield results. It proposes a systematic approach centered on customer relationship management, including terminal classification, key person identification, effective visit standards, and improved complaint and delivery processes, to enhance execution and market competitiveness.
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