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Articles by 张势之
Browse 7 New Distribution articles by 张势之.
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7 articles · Page 1 of 1
Dealer Loophole Management Series: Supermarket Expenses
In today's rapidly developing modern channels, the sales ratio and status of traditional versus modern channels have undergone earth-shaking changes. Many dealers have recognized the importance of modern channels and invested significant effort in managing them. Recently, the author visited a branch of a national large supermarket chain in a medium-sized city to check product displays and sales, and also met an old client, Boss Zhang, a local distributor for several national brands. During a chat, Zhang revealed his long-standing concern: his business manager had embezzled 2,000 yuan from a 5,000-yuan stack fee application. The author provides advice on how to prevent such losses through effective supervision and management.
张势之Dealer Management Loopholes Series: Logistics Management
A company inevitably deals with four systems: cash flow, logistics, personnel flow, and information flow. Many dealers think logistics is simple—just deliver the goods. However, hidden costs and inefficiencies often arise, such as unauthorized side trips and wasted time. This article analyzes the causes of logistics cost overruns and proposes solutions, including the use of a vehicle dispatch log.
张势之Planning in the Tent, Winning a Thousand Miles Away: A Brief Analysis of Dynamic Table Management
Sales tables are essential management tools, but they often fail to deliver real value due to delayed reporting and lack of follow-up. This article proposes a dynamic table management system based on 'three timeliness and one depth' to monitor business execution, improve market responsiveness, and ultimately drive performance and profit.
张势之The Manufacturer's Numbers Game
For companies and distributors implementing deep distribution, expense is a sensitive topic. If the marketplace is a battlefield, then personnel are the guns and expenses are the bullets. Without scientific and rigorous expense support, challenging competitors in deep distribution is impossible. But do the people carrying the guns know how many bullets they have? In other words, do today's distributors and manufacturers' city managers know how much expense they can use?
张势之Getting Close to 'Her' Is the Only Way
For some manufacturers, the terminal promotion formula q=vs (total volume equals cross-sectional area times flow rate per unit time) suggests that to increase overall sales, one must continuously raise distribution rate or per-store sales. Developing new markets (breadth) is easier than increasing regional sales (depth), so many manufacturers aggressively recruit salespeople to blanket new markets, as any shipment counts as sales—direct, simple, and effective. But the result is often that products are sent to distributors, and at best, promotions and support work; at worst, distributors order once and never reorder, and the market fails to turn over, harming future efforts.
张势之Dealer Loophole Management Series: Warehouse Management
During a visit to a dealer, the author witnessed expired products being discovered in a small warehouse, highlighting severe warehouse management issues. The article presents two case studies and a sample workflow to illustrate how dealers can integrate warehouse management with sales activities to prevent losses.
张势之Fighting Strong with Weak: Guerrilla Warfare at the Terminal
This article discusses how regional FMCG brands can compete against strong national brands by focusing on terminal (retail outlet) strategies, using guerrilla tactics and hand-to-hand combat metaphors to emphasize the importance of building strongholds and engaging in close-quarter competition.
张势之