AUTHOR ARCHIVE
Articles by 师顺宽
Browse 55 New Distribution articles by 师顺宽.
Published articles
55 articles · Page 1 of 3
Eight Strategies to Expand Your Market!
Looking at the overall situation in traditional industries, distributors are pondering how to make big money and expand their market coverage. However, due to differences in products, target markets, resources, and capabilities, different market development strategies are needed. This article outlines eight strategies, including the snowball, mushroom picking, and rural-encircling-city approaches, to help distributors effectively expand their markets.
师顺宽How Should Distributors Survive in 2020?
A review of 2019 shows that the phrase 'I'm so difficult/south' topped the list of China's top ten media buzzwords, reflecting widespread anxiety and helplessness. For distributors, the year was marked by thin profits or losses, prompting a need to optimize terminal outlets, product structures, and personnel to thrive in 2020.
师顺宽Three Strategies to Solve the Problem of "Easy Distribution, Hard Sales"!
For many distributors, product distribution can be done quickly, but market activation after distribution is slow. Once products don't sell, it leaves a bad impression on retail stores, affecting long-term relationships and making it difficult to distribute new products in the future. Terminal sales after distribution is the most direct and important indicator of a distributor's performance, as it is the final step where consumers decide to buy and the ultimate realization of profits.
师顺宽Distribution is Important, but Merchandising is More Important
A story is told about a salesperson who, when delivering goods, found the store shelves full and left the products in the warehouse. On subsequent visits, he never checked the inventory or placement, just asked if the products were sold. The owner, embarrassed, said they weren't selling well. This illustrates that merely delivering goods without proper merchandising leads to poor sales. Effective distribution requires persistence, detailed records, and in-store merchandising.
师顺宽Thousands of Stores Stocked, Yet Sales Barely Move: The Reasons Behind This Are Thought-Provoking!
For many distributors, product distribution can be done quickly, but market activation after distribution is slow. Once products fail to sell through, it leaves a poor impression on retail outlets, affecting long-term relationships and making it difficult to introduce new products in the future. Terminal sell-through is the most direct and important indicator of a distributor's performance, and solving this issue is crucial for increasing sales.
师顺宽New Product Distribution Underperforms: Where's the Problem?
In the process of introducing a new product to a regional market, the initial distribution effect and whether it meets targets are often key to success. Many distributors can distribute quickly, but market activation is slow, leading to poor sell-through and damaging customer relationships.
师顺宽Hundreds of Stores Stocked, but Sales Barely Move: The Reasons Behind This Are Thought-Provoking!
For many distributors, product distribution can be done quickly, but market activation after distribution is slow. Once products don't sell, it leaves a bad impression on retail stores, affecting customer relationships and making it hard to introduce new products later. Terminal sell-through is the most direct and important indicator of a distributor's performance, as it's the final step in consumer purchase decisions and the ultimate realization of distributor profits.
师顺宽How Should Large Distributors Survive in 2019?
Large distributors, with annual sales of tens of millions in county markets or over 50 million in prefecture-level and provincial capital markets, face challenges such as being big but not strong, having unfocused product lines, unreasonable channel structures, and management deficiencies that erode profits. To thrive in 2019, they must optimize product and channel structures, strengthen inventory management, enforce process management, and enhance staff quality and service.
师顺宽How Should Small and Medium Distributors Survive in 2019?
Large distributors grow from small ones. As long as small and medium distributors keep working hard, formulate correct business strategies, improve their operational, management, and execution capabilities, and combine various marketing skills and techniques with the actual conditions of their markets, they will surely achieve rapid growth. This article analyzes the current situation of small and medium distributors and provides specific adjustment suggestions for 2019.
师顺宽How Should New Distributors Survive in 2019?
New distributors, who are entrepreneurial distributors transitioning from sales roles in food companies or other distributorships, face challenges such as lack of experience, weak brand influence, dependency on manufacturers, and insufficient personnel. To thrive in 2019, they should choose suitable products, concentrate resources on niche markets, seek manufacturer support through performance, and continuously improve their marketing and management skills.
师顺宽Facing the Upcoming 2019, How Will Distributors Make Money?
As 2018 draws to a close, many distributors are reflecting on a year of meager profits and rising costs. To succeed in 2019, distributors must focus on offering good products and good services, as the market increasingly favors those who operate with efficiency and customer-centric approaches.
师顺宽Terminal Development Is a Positional Battle: Have You Fallen into These Four Pitfalls?
In the increasingly competitive FMCG market with severe brand homogenization, terminal development is a positional battle where the brave win. To succeed, companies must formulate a strong terminal strategy based on their overall strength, specific products, and market conditions, and build a robust terminal service team for systematic development. This article highlights common mistakes in terminal development and outlines the correct procedures.
师顺宽Five Steps for Distributors to Build a Base Market
Survival first, development second. This article outlines a strategy for distributors to create local advantages in limited spaces to win larger market shares and defend against competitors. It details the concept of a base market and provides five strategies for building one, including targeted, focused, speed-leading, outlet-driven, and process management approaches.
师顺宽Hundreds of Stores Stocked, Yet Sales Barely Move: The Reasons Behind This Are Thought-Provoking!
For many distributors, product distribution can be done quickly, but market activation after distribution is slow. Once products fail to sell through, it leaves a bad impression on retail stores, affecting long-term relationships and making it difficult to distribute new products in the future. Terminal sell-through is the most direct and important indicator of a distributor's performance, as it is the final step where consumers decide to buy and where distributors realize profits.
师顺宽Distributors: Building a Base Market Is a Powerful Tool for Competitive Success!
Survival first, development second. This strategy aims to create local advantages in limited space, win a larger market share, effectively resist competitors' attacks, and preserve and strengthen one's own market position. It is a powerful tool for distributors to win competition. Before developing a regional market, distributors must first plan and coordinate comprehensively, but surveys show that most distributors have not yet established a base market—a clear and stable regional market—before expanding.
师顺宽5 Metrics: How Distributors Can Drive Sales Through Retail Terminals
Many companies set monthly and annual sales targets but consistently fail to meet them. The key for both companies and distributors is to deeply understand their regional market and control retail terminals. This article discusses five critical metrics—terminal distribution rate, terminal merchandising, customer relationship maintenance, effective customer count, and price system control—that distributors must focus on to boost terminal sales and achieve performance goals.
师顺宽How to Quickly Turn New Employees into Business Backbone! Distributors Must Master These 3 Rules!
Many distributors report that after finally recruiting a few new employees, they quit within days, and even those who stay develop many bad habits. Why is this? Many distributors are deeply troubled. Due to work reasons, the author contacts a large number of distributors every year and finds that most distributors cause the above problems for the following reasons: First, some companies adopt a unified training method for new recruits, thinking it is more economical than individual training, so they conduct centralized training for convenience. Second, some companies assign new employees to department heads or veteran employees for training, but these mentors are often busy and only assign trivial tasks, leaving new employees to fend for themselves. Third, some companies assign new employees to mentors who themselves are problematic employees, setting a bad example.
师顺宽Delivering Without Merchandising: Markets Will Die One by One!
A story is told about a salesperson who, when delivering goods, found the store shelves full and simply placed the products in the warehouse. On subsequent visits, he never checked the store or the product placement, only asking the owner if the products were sold out. The owner, embarrassed to say the products were still in the warehouse, claimed they weren't selling. This illustrates that merely delivering without proper merchandising, regardless of product quality, will not generate sales.
师顺宽Three Taboos for Distributors in 2018
Time flies, and even without batteries, it keeps moving; 2017 is about to pass. Due to work, I came into contact with nearly 5,000 liquor and food distributors in the outgoing year, and after compiling data and information from these interactions, I found that nearly 80% of distributors are no longer profitable. How should these distributors face and change in the upcoming 2018? In the market environment, marketing environments are divided into macro marketing environments and micro marketing environments. The macro marketing environment is what distributors...
师顺宽Three Strategies to Solve the Problem of 'Easy Distribution, Difficult Sales'
For many distributors, product distribution can be completed quickly, but market activation after distribution is slow. Once products fail to sell, it leaves a poor impression on retail stores, affecting long-term customer relationships and making it difficult to distribute new products in the future. Terminal sales after distribution is the most direct and important indicator of a distributor's performance, as it is the final step in consumer purchase decisions and the ultimate realization of distributor profits.
师顺宽Building a Base Market: A Key Tool for Distributors to Win Competition
Survival first, development second. This strategy aims to create local advantages in limited spaces to win larger market shares, effectively resist competitors' attacks, and preserve and strengthen one's own market position. It is a key tool for distributors to win competition. Before developing a regional market, distributors must first plan and coordinate comprehensively, systematically mapping out the regional market. However, actual surveys show that most distributors, when developing markets, have not yet established a base market—a clear and stable regional market—before expanding into the overall market.
师顺宽Distributor Bosses: Master These 3 Rules to Quickly Turn New Employees into Business Backbone!
Many distributors report that new employees often leave within days or develop bad habits. The key is to understand that training means changing habits, abilities, and attitudes, and to follow a structured approach: demonstrate, let them do, evaluate, and open up. Prioritize accuracy over speed initially.
师顺宽Good Products Plus Good Service Is the Most Powerful Marketing (with Practical Cases)
Marketing is the process by which enterprises discover or tap consumer needs, seize market demand and desire, and promote and sell products through creating an overall atmosphere and shaping their own product forms. Its essence is to grasp customer needs and quickly commercialize them, with the goal of generating sustainable revenue. All commodities consist of tangible products and intangible services. For a company, the most powerful marketing is to organically combine the two, ensuring that customers' perceived value is fully realized.
师顺宽Salute to All FMCG Salespeople Across the Country!
In China's sales industry, the largest sales force is the 'FMCG salespeople,' including those from FMCG companies, distributors, and dealers. Their daily work involves facing dealers, distributors, and end customers, tirelessly communicating and explaining to sell products for compensation. Most of them are not from privileged backgrounds; they can only rely on themselves. Their ages range from young newcomers to those around sixty. Despite hardships, they persist for life, dreams, and company development, deserving our respect.
师顺宽