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Articles by 谭长春
Browse 68 New Distribution articles by 谭长春.
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68 articles · Page 3 of 3
How to Respond to Competitor Promotions?
When competitors launch promotional campaigns, few companies choose not to follow suit, as inaction can be as detrimental as blind imitation. Instead, a proactive, well-planned response—such as finding a unique positioning, offering higher value, acting faster, and executing more effectively—can turn the tables. This article outlines a strategic approach based on the 'three more' principle: higher value, faster action, and stronger execution.
谭长春Distributors Talk: How Should Distributors Excel at Management?
Zhang Wei, a small distributor, faces mounting management issues as his business grows, including product line chaos, employee management problems, inventory losses, and channel conflicts. Through analysis and practical solutions, he restructures his product portfolio, implements objective performance management, adopts inventory software, and divides channel responsibilities, leading to improved performance and a clearer strategic direction.
谭长春Marketing Supervisor: How to Communicate with Key Distributors
Marketing supervisors often need to establish contact and communicate with key distributors at appropriate times. However, since distributors are normally visited by sales representatives, supervisors must pay attention to specific matters when interacting with them. How can supervisors control most of the market by managing the 20% key distributors? Key distributors have a different mindset compared to regular ones, and supervisors may feel cautious when dealing with them.
谭长春Marketing Supervisor: How to Manage Sales Staff?
A marketing supervisor managing sales staff effectively has no fixed rules, but there are basic principles to follow. Based on group discussions among experienced sales managers, this article summarizes key principles and measures for managing salespeople, emphasizing fairness, motivation, training, and supervision.
谭长春Marketing Executives: How to Excel at Product Merchandising Display?
A regional sales manager requested expert training for field staff serving distributors, prioritizing product display and merchandising. Effective merchandising can boost sales by over 30% and is crucial for influencing consumer choice at the point of sale.
谭长春Sales Manager Discussion: How to Handle Low Repeat Purchase Rate After Product Launch?
New products often face low repeat purchase rates after launch, which may not mean consumers reject them but that they haven't been reached. This article discusses strategies such as effective communication, adjusting price systems, strengthening distribution, countering competitor attacks, and organizing themed activities to improve product turnover.
谭长春Marketing Supervisor: How to Assist Distributors in Joint Market Management?
This article discusses how sales representatives can assist primary distributors in managing downstream customers, emphasizing the establishment of visit systems, management tools, division of labor, and collaborative group efforts to enhance channel efficiency and competitiveness.
谭长春Marketing Executives: What to Do When Employees Say New Product Prices Are Too High?
Companies want to launch new products, but salespeople fear them. Why? Although new products can increase sales, companies also raise sales targets, and salespeople must do pre-launch market research and follow the instructions of marketing staff who never visit the market. This article discusses strategies for salespeople to handle high-priced new products, such as broad distribution, developing visit guides, finding selling points, securing distribution policies, and adding value.
谭长春Marketing Executives: What Market Research Should Be Done Before a Product Launch?
Product launches are a key way for companies to generate profit, adjust product structure, and respond to competition. However, many companies rush launches without proper planning or research, setting the stage for failure. Besides hiring market research firms, sales departments should also conduct extensive field research to ensure a successful launch.
谭长春Marketing Executive: What to Do When Distributors Refuse to Deliver Orders Taken by Sales Reps After Deep Distribution?
This article addresses the common issue where distributors refuse to deliver orders obtained by sales representatives under a deep distribution model, causing terminal dissatisfaction and potential loss of sales. It suggests that the problem usually stems from communication issues, distributor's own problems, or terminal-related issues, and provides solutions for each scenario.
谭长春Marketing Director: Want to 'Cut' a Major Distributor but Fear Market Impact? Here's What to Do
This article discusses how to handle the termination of a major distributor's rights without damaging the market. It provides a case study and five steps, including forecasting sales, using company resources to dismantle the distributor's base, reassigning sales areas, increasing terminal promotions, and investing in consumer promotions, as well as additional strategies like setting up temporary offices, transforming the old distributor's role, or relocating them to new markets.
谭长春Distributors Talk: How Can Distributors Effectively Transform in the New Year?
Distributors may want to transform themselves during market changes, but is the distributor issue the manufacturer's biggest concern? No, manufacturers ultimately care about whether their products can be sold continuously and payments collected promptly. Therefore, as downstream entities in the product sales chain, distributors must recognize and solve problems that arise from mismatches with manufacturers and the market.
谭长春Distributors' Perspective: How to Become a Brand Buyout Operator for Well-Known Brands?
Many distributors, after expanding their distribution business, consider creating their own brands, believing their channels guarantee success. However, brand buyout is a comprehensive operation that not every distributor is equipped for. This article outlines four key adjustments needed to transition from a product agent to a brand buyout operator, using analogies from Chinese culture to illustrate the challenges.
谭长春Distributors Discuss: Four Remedies for Unreasonable Exclusive Dealing Policies
When manufacturers impose exclusive dealing policies that conflict with market realities and future development, distributors directly affected must actively respond to protect their rights and survival space while achieving sustainable growth. This article outlines four methods, humorously dubbed the 'Four Yellow Remedies': 'Leech', 'Spring', 'Ox Gall', and 'Double Act'.
谭长春Distributors Discuss: What to Do When Manufacturers Directly Control Second-Tier Distributors?
Manufacturers directly controlling second-tier distributors is a major concern for many first-tier distributors, who feel abandoned after having worked with manufacturers to build the market. This trend seems inevitable for future channel strategies, but first-tier distributors can respond by adopting strategies such as contracting, upgrading to branch offices, specializing, or focusing on key accounts.
谭长春Distributors Discuss: More Products, Less Profit—What to Do?
Old Chen, a distributor, is increasingly frustrated as manufacturers push more new products on him, yet his overall profits decline. He suspects the issue lies with the products themselves, not his operations, and seeks solutions to manage his product portfolio more effectively.
谭长春Distributors Discuss: Where Did Your Profits Go?
This article analyzes why distributors often fail to earn reasonable profits despite hard work, identifying seven key problems such as lack of profit awareness, prioritizing market share over profit, poor management, excessive friction and losses, limited marketing skills, lack of a rational product mix, and insufficient service orientation. It urges distributors to self-reflect and improve management to retain profits.
谭长春Distributors Discuss: How to Be the Most Profitable Distributor?
After intense market competition, distributors find their product price differentials (gross profits) squeezed to nothing, forcing them to explore new profit models. This article discusses innovative approaches such as production-plus-distribution-plus-retail models, specialized delivery services, resource-based partnerships, network expansion, and management-driven profitability.
谭长春Distributors Talk: How to Manage Well?
Zhang Wei, a small distributor, faces management issues as his business grows. Through analysis and adjustments in product line, personnel, inventory, and channel management, he resolves these problems and improves performance.
谭长春Carry Out Year-End Sales Push to the End!
Many companies face high sales pressure and targets, leading to month-end or year-end sales pushes. This article emphasizes the importance of executing every aspect of the sales push thoroughly, including timing, location, personnel, departments, agreements, monitoring, coordination with other activities, and planning for the next phase.
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