Without Sell In there is no Sell Out?

How many times have we heard these words? I have used them the most since the beginning of my professional life, but putting them into practice can be much more complicated than you would imagine.

Trade marketing must be a fundamental support and a direct bridge between Marketing (as a tactic and strategy) and the commercial part of the company. I always define it as the child who manages to unite that couple, which is called commercial marketing. However, sometimes I feel that the strategy is limited to just giving a budget and not immersing itself in the point of sale, to such an extent that commercial advisors and marketing people see the point of sale developers as external agents. But nothing is further from the reality that trade can be the beginning of everything. It is the beginning of our consumer's contact with our brand or product, so it must be important that we have excellent product placement on the point-of-sale floor. It is also important to have support from the sales force that visits these points to optimize visits to customers.

Something that has always caught my attention within trade strategies is the small budget that can be given for incentives to point of sale developers, since an organized point of sale, with a clear strategy and well-defined products generate a greater number of customers requesting our products and therefore this is decisive in the customer's decision.

What strategy do you use to motivate the team that visits the point of sale regularly? How do you get the team motivated and have their customers and points of sale as a priority? And now a question that always causes discussion: do you dedicate a greater number of visits to the developed point of sale or the point of sale yet to be developed?