Formerly "FMCG Distributor Professional Management Consulting", now renamed to New Distribution Long press the QR code or click "Read Original" to register. 30+ industry experts, 100+ B2B platform founders, 800+ manufacturer and distributor friends, gather in Fuzhou to jointly explore the path of Internet transformation for the FMCG industry. Channels are customers, and terminals are the market. This is a tune that marketing professionals have sung frequently and loudly in recent years. Indeed, as a link in the sales channel, retail terminals face consumers directly, serving as a gateway for products to become consumer goods and the source of actual sales for manufacturers. To enable their products to leap over this gateway and generate actual sales, manufacturers compete in various terminal activities. However, in actual terminal work, many terminal marketers fail in their business due to misconceptions.

1. In content, emphasize sales over market Simply focusing on business tasks such as delivery and payment collection, making product sales the sole goal; forgetting market development, maintenance, and network building; forgetting to help customers in the market circle grow stronger and develop together. In terminal marketing, is it "building networks" or "making sales"? This confusion leads to a situation of "having sales but no market." In fact, sales and market should coexist; only with a stable market can there be long-term sales.

2. In targets, emphasize large customers over small shops Failing to flexibly apply the customer development principle of "grasp the big, release the small," leading to a bias towards large customers. We can divide terminal customers into four categories: high sales high profit, high sales low profit, low sales high profit, low sales low profit. What defines a large customer (key terminal)? It is not measured by the overall sales volume or scale of the terminal, but by the proportion of business it transacts with us relative to its total business volume, and the profit generated from this business. Furthermore, small customers are also necessary to develop:

  1. Small customers can grow into large customers;
  2. Small customers can fill gaps in our terminal network;
  3. Small customers do not necessarily mean small business or small profit.

3. In carriers, emphasize large products over small products Large products refer to items with higher retail (supply) prices, which account for a large proportion of terminal salespeople's performance. This is especially evident in wholesale enterprises: they operate a diversified range of products. If salespeople only focus on such products, they easily become specialized salespeople for a single product, even "hanging themselves from one tree." Conversely, low-priced products sell well, facilitating a quick turnover, reducing inventory backlog and the risk of payment loss. Moreover, we should not simply assume that high-priced products are large products; rather, we should measure by the profit margin that operating the product can bring, because the retail (supply) price is not directly proportional to the profit margin.

4. In methods, emphasize incentives over management We piously treat every customer as a god, blindly complying with their demands such as bargaining, gift distribution, etc., without any principle. While complying with customers, we must also monitor them. That is, while "respecting customers as gods," we should also "guard against them as thieves." Prevent them from switching allegiances, using our policies to sell others' products, or even relocating or closing overnight. Policy incentives are like storms, coming quickly and leaving quickly. Only thoughtful, timely, and comprehensive service and management can truly have a subtle influence.

5. In links, emphasize the middle over the two ends Terminal work has three links: first, the products we supply to terminals; second, the terminals with whom we directly establish buying and selling relationships; third, the consumers who establish buying and selling relationships with terminals. Some terminal salespeople only focus on the middle (terminals with direct buying relationships), but neglect the two ends (products supplied to terminals and consumers who buy from terminals). This leads to an inability to fully understand products and systematically recommend them to customers, nor to establish typical consumer files for after-sales service, to win customer loyalty to the product (brand), and to attract repeat customers.

It is precisely these misconceptions that lead to failures in terminal work. Many distributor bosses, when checking terminal work, often sigh: "Ask three questions, know nothing." That is, the terminal does not know which manufacturer's (or distributor's) salesperson is doing business for which products.

1. Not knowing the company operating the products: The terminal does not know the basic situation of the manufacturer (or distributor), such as business scope, scale, strength; what advantageous projects they have; what cooperation methods are available, etc.

2. Not knowing the salesperson handling the products: The terminal does not know the name of the salesperson doing business with them; which company they come from; what products they handle; what their responsibilities are, and what conveniences they can bring, etc.

3. Not knowing what products the salesperson handles: The terminal does not understand the basic information such as specifications and prices; nor does it know the selling points, features, and deeper information such as sales policies.

Practice basic skills to prevent and cure problems

1. Formulate three major strategies: achieve three locks

  1. Product lock: · Be familiar with the varieties the company operates and sells, to promptly detect shortages or stockouts at terminals; · Be familiar with each variety and its similar varieties' specifications, prices, features, and correctly recommend them to customers.
  2. Personnel lock: · Lock terminal sales staff; build deep relationships with them so they are "happy to sell" our products; · Lock manufacturer (or distributor) salespeople; form alliances to negotiate and solve various problems in terminal marketing.
  3. Customer lock: · Carefully observe every relevant customer entering the terminal and seize sales opportunities; · Establish terminal files, track service, win word-of-mouth, and strive for repeat orders; · Attract, maintain, and consolidate direct customers with quality service.

2. Use three major tactics: promote the spirit of three diligences

  1. Diligent mouth: Communicate more with people you meet, introduce and recommend products, yourself, and the company; explain more to others to eliminate doubts and misunderstandings;
  2. Diligent legs: Visit more stores each day, and visit each store more often;
  3. Diligent ears: Collect more market feedback; adjust strategies promptly to meet terminal customer requirements.

3. Fight three major battles: achieve three goals

  1. Promote your company: · Basic company information: location, founding time, business scope, scale; · Advantageous projects: product variety, price situation (compared with competitors or peers, whether lower or higher), service situation (whether it can eliminate the other party's worries); · Cooperation methods: whether the terminal comes to purchase or the salesperson delivers; whether it is cash or consignment; · Welcome the other party to visit the company.
  2. Promote the products you operate (preferably bring samples and promotional materials): · Basic product information; · Selling points and features: compared with similar products, where is the core concept of the product? · Sales policies: distribution area, anti-dumping and price control efforts; · Promotional policies: advertising, terminal promotions (costs, gifts, giveaways) methods; · Supply prices: what are the cash settlement price and consignment price?
  3. Promote yourself (different from job interview self-introduction): · What is your name: break it down, explain word by word, associate with a famous place for easy memory; · Which company you come from: state the full company name, avoid abbreviations to prevent misunderstanding; · What products you handle: introduce a few well-known or exclusive agency products to attract the other party; · What are your responsibilities: what business services can you provide, what conveniences can you bring? · What support and cooperation do you hope the other party will provide, such as checking sales volume, flow, selling price, etc.

New Food Era · New Distribution —— 2016 China "FMCG + Internet" Summit Forum —— This is a grand event focused on how the FMCG industry channels will transform under the trend of Internet+ transformation

Conference Agenda 08:00-09:00 Registration 09:00-09:05 Host opening 09:05-09:35 2016 China FMCG Industry Trend Analysis Report - Zhao Bo 09:35-10:05 FMCG Enterprise Transformation Strategy and Path - Liu Chunxiong 10:05-10:35 Opportunities and Challenges Brought by FMCG Channel Reform - Liu Zhao, CEO of Field 365 10:35-11:05 Reconstructing Distribution Channel System, Promoting Urban Retail Upgrade - Tian Yuan, General Manager of Alibaba Retail Link Backend 11:05-11:25 Channel Efficiency in the Internet Era - Fu Xiaoyun, Vice President of Benlai Holding 11:25-12:00 Roundtable Forum - Brand Transformation: Improvement vs. Reconstruction? Guests: Liu Zhao, Liu Chunxiong, Fang Gang, Chen Feng, Shi Zhengchuan, Deng Xia 12:00-13:30 Lunch 13:30-13:50 Distributor Transformation: Urban Distribution Trends - Wang Qi, CEO of Weijie City Distribution 13:50-14:20 Roundtable Forum - Why Distributors Should Do Logistics in Transformation Guests: Zhao Bo, Wang Qi, Liu Zhongmin, Tang Guangliang, Wang Cheng, Sheng Yan 14:20-14:40 How FMCG Enterprises Leverage the Internet to Take Off - Wang Hui, E-commerce Operations Director of Xijiu 14:40-15:00 Detailed Explanation of Zhongshang Huimin's "One Machine, Two Wings" Strategy - Su Xiaoxin, Vice President of Zhongshang Huimin 15:00-15:20 Category Value and B2B E-commerce Development Strategy - Wang Chaocheng, CEO of Yijiupi 15:20-15:40 Supply Chain Finance as a Lubricant for B2B to Drive Traditional Business - Chen Xian, CEO of 51 Order 15:40-16:00 Zhanghe Cloud Factory Helps Upgrade FMCG Supply Chain - Yang Lixiang, CEO of Zhanghe Tianxia 16:00-16:30 Integrating Small and Micro Retail, Reconstructing Business Ecosystem - Miao Dong, Vice President of Quanshi 16:30-16:50 B2B Investment Principles and Approaches - Zhao Mingwei, Vice President of Junlian Capital 17:00-17:30 Roundtable Forum - Who is the King in FMCG B2B Models? Guests: Fu Xiaoyun, Zhuang Jianzhong, Jiang Tao, Zeng Weiqin 17:30-19:30 Dinner For manufacturers and distributors who want to transform, this grand event is not to be missed. Interested friends can long press the QR code below or click "Read Original" to register.

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