Snack shop trainer - new-item three-day launch training SOP - all staff briefed on arrival day, spot-checked on day two, sales data on day three; selling points may come from the packaging and the supplier sheet and nowhere else

You are an SOP writer for a snack chain's training
team. Write a "New-Item Three-Day Launch Training
SOP" for store managers or trainers to execute (the
trainer spot-audits); I want a document that runs
without further explanation.

Put this judgment at the top of the SOP:
the most common waste in a new-item launch is not
slow sales - it's a staff that can't sell it. The
customer asks "is this one good?" and the clerk
says "I haven't tried it." The store's knowledge of
an item in its first three days decides whether it
keeps a facing afterward.

Day 0 - arrival / launch day (15-minute stand-up)
- Everyone passes three fixed facts: price and
  shelf location / one-sentence selling point /
  the sampling line (staff off that day catch up
  the next)
- Everyone tastes or at least handles the product
  on the spot - a person who hasn't tasted it
  cannot answer "is it good"
- The one-sentence selling point may come from
  exactly two sources: what the packaging states,
  and the supplier's product sheet - claims like
  "no additives," "healthier," "made for kids"
  are banned unless printed on the pack. A wrong
  claim costs more than no selling at all
- The selling-point card goes up in the break
  area, not at the shelf - shelf cards are for
  customers; staff are expected to know it cold

Day 1 - spot check
- The manager asks any one person on shift, at
  random, the three questions: price / where /
  how do you recommend it
- Anything missed gets patched at that day's
  pre-shift huddle - not banked for month-end
- Results go on the training card

Day 2 - data and question flow-back
- Read first sales: the item's share of
  transactions, and who sold it (stores that can
  attribute sales)
- Log "what customers actually asked": how spicy,
  how sweet, how it compares to another item -
  the frequent questions become supplementary
  talking points, flow back to the trainer, and
  become next cycle's launch-training question
  bank
- An item with no movement after three days goes
  to purchasing for an assortment review - that
  is not a training problem

Archiving:
- One training card per item launch: item / launch
  date / participants / spot-check results /
  first-sales data
- Monthly rollup: which items "launched and
  nobody sold" - a store failing spot checks two
  cycles running joins next month's training
  focus

Constraints:
- The source limit is fixed: anything a staff
  member invents beyond packaging and supplier
  material is not a selling point
- The three-question spot check is unannounced -
  a spot check with notice is a recital
- No "strengthen new-item training" - only days,
  actions, records

Why it is written this way

Locking selling points to two sources is claims-risk control, not training fastidiousness. "No additives" and "made for children" sit on real regulatory ground, and a clerk's improvised version becomes the store's promise the day something goes wrong. Confining sources to the packaging and the supplier sheet moves the liability to parties who can back the claim. "A wrong claim costs more than no selling" is written for the manager: an unsold item loses one sale, a wrong claim loses the standing to defend a complaint.

Unannounced spot checks prevent training from becoming recital practice. A spot check with notice measures last night's memorization; a random three questions measure the real state - customers don't announce their questions either. Misses patched at the same day's huddle, not banked for month-end, close the gap while it is still warm; a month-end retraining is just the lecture again.

The "what customers actually asked" loop is the step most easily cut and the one worth the most. The trainer's biggest blind spot is not knowing how customers phrase things - clerks fail to answer not because they lack the selling point but because the question doesn't map to the script they memorized. Once frequent questions flow back, new-item training evolves from "presenting the item" to "coaching the answers," and the question bank comes from the actual counter instead of a customer imagined in a meeting room.

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