Click to read the original text for details. On the evening of August 22, during the FMCG2019 China FMCG Conference, we added an impromptu session and organized a distributor exchange salon. Due to venue constraints, we originally planned for 100 distributors to discuss operational difficulties in a round-table format, with excellent distributors offering advice. Unexpectedly, nearly 200 people attended, and the exchange lasted from 7 PM to 10 PM. During the exchange, we observed the operational status of several well-performing distributors:
Annual sales growth exceeding 50%;
Net profit of 10%, with proactive reduction of market investment;
Emphasis on net profit rather than sales volume;
No vehicles; drivers are not employees;
Distributors proactively run activities, and once results are seen, manufacturers invest;
From back-end picking to front-end returns, all implemented under a "partnership system";
System tools reduce workload, freeing time to promote high-margin products;
Complaints about a 1 yuan deduction far exceed the motivation from a 100 yuan reward;
....... Summarizing the operational characteristics of excellent distributors, the core lies in two points: First, efficiency; Second, partnership. 1. On Efficiency Distributors often equate "efficiency" with employees working harder, forgetting whether the company's business can improve efficiency. In the past, distributors' operations were often labor-intensive, with more people, more vehicles, and larger volumes. But now, distributors must shift from extensive management to refined management. Refined management is divided into two parts: refined internal management and refined external business. Refined internal management emphasizes generating more output per unit time, per unit labor, and per unit investment; refined external business does not solely emphasize sales but focuses more on operations. By leveraging historical sales data, distributors can better manage existing outlets, increase per-store output, and increase per-store visit frequency. Distributors often emphasize one-on-one sales, but today they should focus on the data behind sales—per-store, per-SKU, per-unit-time sales, margins, and costs—letting data guide sales rather than relying solely on people. Relying on people for sales is still a human-wave tactic. 2. On Partnership When thinking of partnership, distributors fear that salespeople will go independent. In the past, business was easier, and one could make money by reselling goods, but the current environment may not be as easy. Additionally, distributors previously lacked monitoring tools for process management, but now, whether through DingTalk or other system software, real-time monitoring is entirely possible. Of course, the "partnership" referred to here is not about distributors and salespeople jointly investing and partnering. Rather, it expects distributors to have a "partnership" mindset. What does that mean? It means fostering an attitude among employees of "more work, more reward; no work, no reward." Common examples include business partnerships, establishing business units or subsidiaries, transparent financial data, and for frontline sales incentives, calculating sales revenue minus costs, expenses, plus other income, multiplied by 10% as a dividend incentive. Beyond the business line, can warehouse pickers receive a 1% commission on sales as income? Can delivery drivers join with their vehicles, with distributors guaranteeing a certain business volume, and receive a 2% commission on sales as income? The above are just ideas and some techniques; the brief three-hour exchange made us feel it was far from sufficient. Distributors need more comprehensive and practical operational methods and techniques. In September 2019, we set out again with the theme "Landing Growth," uniting 50 outstanding distributor practitioners from various regions to share first-hand distributor business growth courses based on real business scenarios. These excellent distributors are local giants with annual sales in the hundreds of millions, and they have summarized a set of successful operational methodologies and business theories. This is an exclusive landing growth feast for China's FMCG distributors as the sole audience. Highlights of the Distributor Landing Growth Forum: 1) Three core module topics covering internal organization and external business landing methods for distributors; based on these three core topics, 16 core operational points are subdivided, with each point given 60 minutes for in-depth explanation. 2) Two days of intensive learning, one evening of face-to-face exchange, where distributors can get on-site answers to questions and targeted advice, enabling them not only to master methods but also to adapt and optimize based on their own distribution situations. 3) No platitudes, no pleasantries, no boasting. Excellent distributors share their business experiences, discuss operational difficulties, market dilemmas, and ways to break through. 4) Looking at external market changes, from distributor transformation trends and directions to the digital distribution logic of the overall FMCG industry channel, to the rise of community group buying and online B2B e-commerce in recent years, and the development of third-party FMCG urban distribution, allowing distributors to accurately grasp the underlying logic and trend evolution of market changes. 2019 Distributor Landing Growth Forum—Wuxi, Jiangsu On September 20-21, the first "Distributor Landing Growth Forum" hosted by New Distribution will be held in Wuxi, Jiangsu. For the first training session, we have invited 3 excellent distributors and 3 industry experts to discuss and exchange face-to-face. September 20 morning, 9:00-10:00 Speaker: Zhao Bo, Founder of New Distribution Topic: Development and Trend Evolution of FMCG Industry Trade Circulation** Mr. Zhao Bo, Founder and CEO of New Distribution, FMCG industry expert, with over ten years of frontline FMCG experience, having served companies like Jinluo, Jinmailang, Daliyuan, Taishan Beer, etc., with deep understanding and research on FMCG supply chain transformation and upgrading. He has authored over 400,000 words of original articles on FMCG channel distribution, leading and guiding thousands of FMCG manufacturers in China in transformation and upgrading. September 20 morning, 10:00-12:00 September 20 afternoon, 14:00-17:00 Speaker: Xu Min, Chairman of Hongye Hengda Trading Topic: Activating Employees, Igniting Profits Ms. Xu Min, Chairman of Anshan Hongye Hengda Trading. She is the general agent for Arawana in Anshan and Panjin, Liaoning. Starting from a loan in 1996, she has grown to fixed assets exceeding 100 million yuan, with a 20,000 m2 warehouse, 5,000 m2 office building, over 10,000 terminal outlets, 200 employees, and annual sales exceeding 300 million yuan. September 21 morning, 9:00-10:00 Speaker: Yuan Lai, Chief Editor of New Distribution Topic: 2019 Distributor Transformation and Upgrading Manual** Yuan Lai, Chief Editor of New Distribution, columnist for "New Distribution 100 People." From 2018 to 2019, he visited over 100 distributors of different categories and models, from those with annual sales of 3.8 billion to those with 10 million, and through discussions, summarized their operational methodologies, writing over 250,000 words of original articles on distributor transformation. September 21 morning, 10:00-12:00 Speaker: Qin Xian, Founder of Rongcheng Yigou Topic: Transforming to Full-Category Distribution, 3,000 SKUs with Annual Growth Exceeding 50% Mr. Qin Xian, Founder and CEO of Rongcheng Yigou. Founded at the end of 2014, it transformed from a traditional distributor to a local FMCG B2B platform. In just 3 years, it achieved rapid growth from 20 million to 200 million in sales. Now, the platform has over 20,000 registered users, with nearly 10,000 monthly active users. Rongcheng Yigou has become a key partner for international and domestic brands such as Pepsi, Mondelez, Uni-President, Daliyuan, and Want Want, representing a new generation of distributors. September 21 afternoon, 13:30-15:30 Speaker: Nie Biquan, General Manager of Shaanxi Baihui Trading Topic: How New Distributors Activate Teams Through Organizational Restructuring Shaanxi Baihui Trading is a comprehensive trading company with 6 branches, located in Ankang and Xi'an, Shaanxi. It represents over 3,000 SKUs, focusing on category supply. General Manager Mr. Nie Biquan has been in the FMCG industry for 18 years. Facing the impact of the internet on traditional industries, he led the team to deepen reforms, innovate new distributor organizational models in the internet era, and drive rapid corporate development. September 21 afternoon, 15:30-17:30 Speaker: Li Xianwen, General Manager of Zhongchuang Juli Topic: Conquering the Frontline Market, Managing with One Hand and Boosting Sales with the Other Mr. Li Xianwen, General Manager of Beijing Zhongchuang Juli Enterprise Management Consulting, with 20 years of FMCG marketing management experience, has held senior positions at two well-known domestic FMCG companies, accompanying growth of 5 billion and 10 billion yuan respectively. During this process, he led the integration of distributors and frontline salespeople, achieving doubled sales growth through standardized and normalized management. Distributor Landing Growth Forum Modules: If your tip is adopted, you will be paid 400-2000 yuan.