---
title: "Distributors: Why Do Blockbuster Products Always Elude You?"
description: "What is a blockbuster product? It is a product that is a hit, has stable quality, enjoys a good reputation, continues to sell well, and steadily increases market share. A blockbuster is the '1', and marketing is the '0'. If you secure the agency for a blockbuster, you can just count your money. A blockbuster can compensate for a distributor's lack of overall strength; any strength, network, customer relations, or team is no match for a blockbuster. In the past, it was the era of 'brand is king,' where products from brand companies usually sold well. Now it is the era of 'blockbuster is king,' where as long as it is an ultimate single product with explosive word-of-mouth, it will sell well regardless of brand."
author: "王冠群"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2018-05-21"
language: "en"
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---

# Distributors: Why Do Blockbuster Products Always Elude You?

> What is a blockbuster product? It is a product that is a hit, has stable quality, enjoys a good reputation, continues to sell well, and steadily increases market share. A blockbuster is the '1', and marketing is the '0'. If you secure the agency for a blockbuster, you can just count your money. A blockbuster can compensate for a distributor's lack of overall strength; any strength, network, customer relations, or team is no match for a blockbuster. In the past, it was the era of 'brand is king,' where products from brand companies usually sold well. Now it is the era of 'blockbuster is king,' where as long as it is an ultimate single product with explosive word-of-mouth, it will sell well regardless of brand.

What is a blockbuster product?
A product that is a hit, has stable quality, enjoys a good reputation, continues to sell well, and steadily increases market share.
**A blockbuster is the '1', and marketing is the '0'. If you secure the agency for a blockbuster, you can just count your money.**
A blockbuster can compensate for a distributor's lack of overall strength; any strength, network, customer relations, or team is no match for a blockbuster.
In the past, it was the era of 'brand is king,' where products from brand companies usually sold well. Now it is the era of 'blockbuster is king,' where as long as it is an ultimate single product with explosive word-of-mouth, it will sell well regardless of brand!
The social status and influence of a distributor are determined by the brands they represent: those representing well-known brands are usually large distributors.
The development speed of a distributor depends on whether they have 'grabbed' a blockbuster. If they grab a blockbuster, their development is at rocket speed, and a small distributor can become a large one within a year. If they fail to grab a blockbuster, their development is at snail's pace, even if they represent products from well-known brands.
**When blockbuster products appear on the market at the same time, why do some distributors secure the agency and make a fortune, while others miss out?**
1. Decision-making misalignment
Strategic issues must be decided by a few top executives and executed by the majority at the grassroots level, not decided by the majority at the grassroots and executed by a few top executives.
**Weapons determine the outcome of modern warfare, and products determine the social status of distributors.** What weapons to use for what battle is a strategic issue. Similarly, product selection is a strategic issue for a trading company, and strategic issues must be decided by top executives. However, many distributors delegate the decision-making power for strategic issues to grassroots operational marketing personnel or even delivery drivers.
**Seeking grassroots opinions on strategic issues and letting employees decide strategic issues is not democracy; it is stupidity!**
They euphemistically call it: letting those who hear the gunfire on the front line make decisions.
"Boss, we went down to research, and the second-tier distributors are not optimistic about this product. This category doesn't exist in the market, and the risk is high."
"Boss, the first brand in this industry, Doubendou, is advertising every day but not moving. Can Tianshi Soy Milk move? I don't recommend taking the agency."
"Boss, there are too many competitors in this category in the market. It's hard to do if we take it now."
**Thus, many business opportunities and chances to sell blockbusters are lost in democratic decision-making.**
When delivery drivers and grassroots delivery staff can make strategic decisions for the company, do you think you, as the boss, still have value?
When even delivery drivers and grassroots delivery staff think this new product is good, do you think you still have a chance to grab the agency?
When even delivery drivers and grassroots delivery staff think taking the agency for this new product is a business opportunity, do you think it is still a business opportunity?
**Strategic issues must be decided by a few top executives and executed by the majority at the grassroots level, not decided by the majority at the grassroots and executed by a few top executives.**
Management can be democratic, but it must be centralized. Democracy without centralization is pseudo-democracy.
**Bosses must remember: Those who achieve great things do not seek consensus from the masses!**
2. Misaligned focus
Even best-selling first-line brands may have markets where they don't sell well. For example, Kangshifu Braised Beef Noodles is very strong north of the Yangtze River, but relatively weak south of it. Lulu Almond Milk is the first brand in almond-based plant protein beverages, but its distribution rate is very low in East China and South China, and even where it is distributed, sales are slow. This has a lot to do with the company's market strategy and strategic advancement.
Even best-selling first-line brands may have large sales in some markets and small sales in others within the same region. Even adjacent markets in the same region may have one market where the product sells well and another where it doesn't. This is directly related to the distributor's operational capabilities.
For example, Doubendou, launched in April 2017, achieved annual sales of 1 billion yuan. How many beverage products launched in 2017 reached 1 billion in sales that year? Only this one! Yet there are still distributors who dare not grab the agency for Doubendou.
**Why?**
**Because their focus is misaligned.**
They don't ask distributors in markets where the product sells well whether it can be represented; instead, they ask distributors in markets where it doesn't sell well whether it can move.
**Ask successful distributors, and they will teach you all their successful experiences. Ask failed distributors, and you will get all their failed experiences.**
Your focus is not on the markets where it sells well, but on cases where it doesn't. A wrong focus leads to losing the agency for best-selling products.
3. Judging a new product as dead during the promotion period
With the great abundance of products, the supply-demand relationship has undergone tremendous changes, and it is rare for a new product to sell well immediately upon launch.
It takes at least half a year from launch to best-selling. The first month is trial sales, the second month is distribution, the third month is replenishment, the fourth and fifth months are digestion, and the sixth month forms a virtuous cycle. These six months are also the process of consumers going from knowing, trying, liking, to forming a habit of buying.
Red Bull entered China in 1995 and only exploded in 2005. Yangyuan Six Walnuts was launched in 2003 and became a blockbuster in 2008. Chundong Coated Chocolate Cake was launched in 2014 and became the category blockbuster in the second half of 2015. Peppa Pig was launched at the end of 2014 and became a blockbuster in 2016. It is every company's dream for a product to be a blockbuster from the day of launch, but this is impossible in actual product promotion.
Many distributors, after taking on a new product, expect it to sell well immediately after distribution. Once sales are slow, they immediately sentence the new product to death.
**Before sentencing a product to death, you must ask yourself a few questions:**
**After distribution, does the product match the channel? A BMW is good, but can you open a 4S store in a rural area and expect it to sell?**
**Has the distribution network reached the minimum number of outlets (100)? Has standard display been done?**
**After display, have you done promotion and roadshows? Static display attracts consumer attention, and dynamic promotion entices consumers to buy.**
4. Waiting until it sells well before taking the agency
In the process of doing business, distributors pay the most attention to two issues: 1. Profit. 2. Risk. The ideal state is: high profit, low risk or no risk.
Taking on a new product has both profit and risk, and risk always goes hand in hand with profit.
But too many distributors only want to earn high profits and are unwilling to bear the risk of taking on new products. They always wishfully think: I'll take the agency after the product sells well.
The question is, when the product sells well, will you still have the chance to take the agency?
**You didn't help conquer the world, but you come to claim credit when it's done. Is it that easy?**
When the product sells well, you can only get the agency if the price is transparent and there's no profit.
Taking on a product is like raising a child. If you don't raise the child when it's young, and when it grows up you claim it, will the child recognize you?
In September 2017, I recommended Su Tai Tai pumpkin seeds to a snack food distributor in Henan. His first reaction was that this product had never been seen in Henan. He said to wait and see.
When it became a hit in stores like Dennis, Pangdonglai, and Dazhang, he called me and said: Teacher Wang, I want to take the agency for Su Tai Tai pumpkin seeds.
The problem is there is already an agent.
After 2008, with the change in supply and demand, no product became a blockbuster immediately upon launch. Product power + marketing power = blockbuster.
**There are 6 evaluation criteria for product power: 1. Excellent quality. 2. Beautiful packaging. 3. Unique selling point. 4. Reasonable channel pricing. 5. Technical barriers. 6. Good category trend.**
**When you encounter a product that meets the above criteria, boldly grab the agency.**
Then it's time to compete on marketing power. The main items for marketing power PK: team combat effectiveness, terminal distribution rate, revisit rate, display, promotion, etc.
**If the product has the genes of a blockbuster, but your marketing power can't keep up, then the product will be a blockbuster in others' markets but stagnant in yours.**
Source: Yingxiaoli (yingxiaoli888)
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