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The core characteristic of gifts lies in the fact that any product can be redefined as a gift. When multiple products are perceived as gifts, they carry rich cultural meanings, connotations, and values, thereby elevating the overall value of the goods. This concept not only enhances the emotional appeal of the product but also strengthens its market position.
This approach may also explain why many manufacturers strive to differentiate themselves by branding their products as gifts, especially when competition is fierce and products are otherwise indistinguishable. Such differentiation drives innovation across various channels—both for manufacturers and dealers. It allows for diverse expressions of value through different customer interactions, and raises the question: what principles guide this process?
In this article, the author explores this phenomenon—clear yet complex—where each manufacturer seeks a replicable model. However, it’s often challenging to fully grasp or implement an effective channel cooperation sales strategy.
To achieve multi-channel collaboration, the first step is to focus on the “source†— the product’s differentiated definition and how its value is presented. Second, there must be strategic planning of the distribution channels to ensure a unified, practical, and customer-focused approach. Third, breakthroughs in large-scale purchases require one-to-many strategies, such as group procurement, to unlock new opportunities.
Differentiating product value is essentially about creating compelling reasons for customers to choose your product over competitors, allowing for higher pricing. This differentiation begins with the creative capacity of the company, but it's not just about individuals—it's driven by collective intelligence platforms.
A great product should be like a diamond with 57 facets (a cut that keeps the bottom pointed, unlike the 58-facet version). Each side offers unique beauty, and when applied to a product, every feature can represent a selling point, value, or advantage that resonates with different customers.
Therefore, companies must develop the ability to re-plan, repackage, and reposition their products. From a strategic perspective, this involves re-examining the entire business ecosystem — from the company itself to the market, customers, and sales processes — to reshape competitive advantages.
However, we’ve noticed that many companies implementing product differentiation fail to communicate effectively down the line. While upper management may understand the strategy, frontline staff, distributors, and even large clients often lack awareness, leading to communication gaps that hinder marketing effectiveness.
Most companies still struggle to move beyond the production stage into actual consumption. The real challenge lies in converting products in the circulation phase into successful sales at the retail level.
One-on-one offensive and defensive strategies aim to break through quickly, whether by entering large customer procurement models or establishing direct, effective customer relationships. Without proper training, salespeople often miss opportunities, focusing only on closed deals rather than lost ones.
Offense and defense are fundamental in sales. If a salesperson lacks the skills and tools to engage customers effectively, they risk failing to meet expectations. Instead of blaming the product, they should identify real barriers and find solutions. Untrained sales teams become a major cost to the company.
In traditional sales, only about 10% of customers convert, while 90% turn to competitors. Who is responsible? Often, it’s the mismatch between those who understand the product and those who know how to sell it.
Without well-prepared salespeople, even the best products can fail. They need both technical knowledge and sales expertise to drive results. With the right approach, performance can be significantly improved.
In one-on-one sales, three key elements are crucial: professional sales staff, customer needs, and the product. Top performers focus on understanding customer needs, while others focus on pushing the product.
Salespeople are the main players in the field. They must adapt, understand the rhythm of the sales process, and master the art of identifying and meeting customer needs.
By clarifying the principles of sales, companies can avoid short-term aggressive tactics. Sales success comes not from wanting to sell, but from customers wanting to buy.
Product differentiation can be achieved by embedding a culture that adds value. Companies must fully develop product selling points so that every marketing link can effectively convey these differences. This builds brand influence and cultural resonance.
Differentiation isn’t limited to the product itself. Value is created when the product aligns with specific customer needs. Different customers will prioritize different aspects of a product.
The ability to differentiate products is the core strength of gift brands.
One-to-many consensus building and multi-channel collaboration are essential in today’s competitive environment. From manufacturers to terminals, every link requires people to engage in communication. This process demands constant optimization and innovation.
In reality, manufacturers and dealers choose different channels, but the essence remains the same: connection, interaction, and communication. The goal is to quickly match products with the right customers.
Modern business competition is no longer a simple duel; it’s more like an interactive game with evolving rules, roles, and scenarios. This complexity creates challenges in communication and execution.
Companies must balance strategy and execution. Fast-growing businesses often use a “quick enclosure model,†which focuses on building strong terminal operations that deliver results efficiently.
Constructing a strategic terminal is a new way of thinking that emphasizes execution from strategy to the ground level. It provides systems, methods, and tools to ensure smooth progress at the lowest cost.
During implementation, attention to detail ensures that each salesperson plays a critical role in spreading the message and driving profitability.
Building a strategic terminal is becoming the most effective method for future business success, applicable to any company, brand, or individual aiming for growth.
This approach helps companies correctly implement their vision, culture, and values in the marketplace.
Ultimately, building a strategic terminal means innovating faster, better, and more deeply than competitors, helping to build brand value and gain industry leadership.
Combining business model and technological innovation can redefine the industry and create new opportunities.
Sales is a process, not a result. Mastering one-on-one and one-to-many communication is essential. One-to-many communication focuses on spreading ideas, collecting information, solving problems, and promoting projects. These steps help form consensus, build trust, and drive long-term success.