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Articles by 黄润霖
Browse 66 New Distribution articles by 黄润霖.
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66 articles · Page 3 of 3
Salespeople Who Handle Distributor Complaints Well Understand Human Nature!
Using an inappropriate example, if a manufacturer provided flawless service to distributors, would distributors have no complaints and praise the brand to salespeople? Probably not. Salespeople often encounter distributor complaints, and handling them correctly is crucial. This article explains how to distinguish between genuine and false complaints and offers strategies for addressing both types.
黄润霖In the B2B Era, How Should Distributors Upgrade Their Core Value?
As a model of B2B, HuiCong is a pioneer, but its current development is awkward; Alibaba's 1688 has not succeeded but is not dead, having cooked half-cooked rice; JD.com's new "New Channel Business Unit" this year is inevitably seen as a speculative move to try elsewhere when at a disadvantage in the B2C market. Any innovation, including business model and channel model innovation, must bring value to society, otherwise it will die halfway. This value includes value addition, cost reduction, and good consumer experience. B2B as a channel innovation cannot violate this fundamental principle.
黄润霖How Should You Present a Promotional Plan So That Distributors Will Listen?
Distributors are often lukewarm to promotional plans because they fear spending money without results. The key is to use numbers and details to structure the plan in four steps: derive sub-targets from the overall goal, break down each number, outline action plans, and include accountability measures. This approach builds trust and shows distributors a clear path to profitability, making them more willing to invest.
黄润霖When Distributors Treat Brands as Spare Tires, How Can the Spare Tire Become the Primary?
Distributors understand the principle that the customer can bully the supplier. Having a single dominant brand or staking everything on one brand is not good news for experienced distributors. Therefore, in their ideal scenario, distributors need a 'whetstone' brand to keep the primary brand in check without letting the secondary brand take over. This is a common challenge in distributor management: the industry's second-largest brand often struggles against the leader while sharing the same distributor.
黄润霖Original Submission | With B2B Arriving, What Changes and What Stays for Salespeople
Just after the New Year's Day holiday, JD.com's 'New Channel Business Unit' targeting end terminals made salespeople in traditional enterprises, who spend their days among distributors, sense the danger of losing their jobs. Those who relied on the 'opening points, pushing inventory, collecting payments' approach began cursing e-commerce platforms for the first time. Shortly after the release of the 2015 semi-annual financial reports, affected by the overall economic environment, layoffs at major tech companies were frequent: Tesla cut 200 jobs, Lenovo laid off 3,200 non-production employees...
黄润霖If You Haven't Developed New Markets, Don't Tell Me You've Done Sales
Salespeople who have never developed new markets or new brands are not complete sales representatives. Just as a man who has never stood outside a delivery room or received a child from a midwife doesn't know the source of life, you won't understand the origins of sorrow and joy. Many, from novices to veterans, have suffered losses in new market development. Some wander for months without finding a distributor's door; others make careless mistakes. Salespeople often have no choice in market assignment, and they must quickly assess whether their new territory is a trap or a treasure.
黄润霖Developing a New Market: How Not to Look Like an Outsider?
In the 40-year history of marketing, a salesperson who has never developed a new market or brand is not a complete sales representative. Just as a man who has never stood outside the delivery room or taken a child from the midwife's hands doesn't know where sorrow and joy come from, many salespeople, whether novices or veterans, have suffered losses in new market development. Some wander for half a year without finding the dealer's door; others make a careless mistake and lose a major opportunity.
黄润霖Why Do Most Distributors' Platform Transformations End in Failure?
The prevalence of JD.com and Taobao has made the concept of platforms fashionable, even to the point of being overhyped. I have met several distributors with sales in the tens of millions who talk about platforms and trends constantly, but when asked about their plans, they offer nothing but vague ambitions to grow bigger and stronger. When we are still a pig, we should not pretend to be a tiger; the bigger the pig, the more dangerous it is, and distributors should take this as a warning. What is a platform? Generally speaking, a platform builds channels between merchants and users, merchants and merchants, and users and users, with positive incentives: the more transactions on one side, the faster the other side grows. This is like the telephone effect: the more people use phones, the more attractive it becomes for others to join. More importantly, this efficient self-replication adds almost negligible cost to the platform, which is its charm.
黄润霖Why Do Most Distributors' Platform Transformations End in Failure?
The prevalence of JD.com and Taobao has made the concept of platforms trendy, even to the point of being overhyped. I've met several distributors with sales in the tens of millions who talk about platforms and trends constantly, but when asked about their plans, they only offer vague notions of becoming bigger and stronger. When we are still a pig, we shouldn't pretend to be a tiger; the bigger the pig, the more dangerous it is, and distributors should especially heed this warning! What is a platform? Generally speaking, a platform builds channels between merchants and users, merchants and merchants, and users and users, with positive incentives where more transactions on one side stimulate growth on the other. However, many distributors fail because they cannot achieve the second trait of a platform: costs that do not increase with transaction volume.
黄润霖Five Strategies for Distributors to Secure Resources from Manufacturers
Many distributors excel at winning over consumers but struggle when dealing with manufacturers, often ending up at a disadvantage. This article outlines five progressive strategies for distributors to effectively request resources from manufacturers, including aligning with corporate plans, participating in regional planning, being willing to take small losses, bundling activity requests, and recognizing non-monetary resources.
黄润霖What Can Distributors Integrate with Manufacturer Resources?
It is said that we live in an era of resource integration, but those who don't understand may think it's just a cliché. For example, many believe Xiaomi's success is due to low prices, but I'd remind you that Lei Jun had worked at Kingsoft for 16 years before founding Xiaomi and had invested in over 20 innovative internet companies like UC Video, Lakala, and Vancl. Low prices without integration capability cannot last, and even with that capability, you must manage your own turf well. So, before copying low prices, weigh your own strengths.
黄润霖Ten Phrases That Salespeople Should Never Say During Business Visits (Complete Version)
This article highlights ten common mistakes salespeople make during store visits, emphasizing that these phrases are particularly insidious due to their hidden logic. It provides insights into why these phrases are counterproductive and offers alternative approaches for effective communication with distributors.
黄润霖How Can Distributors Survive in the Second Half of the Year?
On the last day of the first half of 2015, the Chinese stock market, which had repeatedly hit new highs in 'greening rate', finally cut a bloody path under repeated stimulation of positive news, though it lasted only one day. Most distributors I know have some spare cash, and those who don't speculate in stocks seem to be in the minority. As the backbone of retail investors, they are also typical representatives of China's middle class. Recently, I met a former Anhui distributor in Guangzhou, who I used to think was eager for knowledge, often reading marketing articles, buying marketing books, and attending training sessions. This time, he had changed completely, talking only about stocks, and lamenting, 'Making money as a distributor is too slow; the stock market is faster!'
黄润霖Five Ways for Distributors to Make More Money
Distributors can increase profits by reducing capital losses and improving capital returns, such as leveraging manufacturer credit lines, using bank acceptance bills, sharing market development costs with complementary brands, collecting cash through order meetings and credit cards, and maximizing rebates from manufacturers.
黄润霖Five Ways for Distributors to Make More Money
Distributors primarily profit from the price difference between buying and selling, but in the information age, this margin is shrinking. To maintain sufficient profit, distributors must explore other avenues, such as utilizing manufacturer credit lines, leveraging bank acceptance bills, partnering with complementary businesses, creating cash-collection platforms, and focusing on volume rebates.
黄润霖Who Really Made the Distributor's Belly Big?
A humorous story about three brothers and a sex worker in a jail cell is used to illustrate the point that distributors' inventory problems are often self-inflicted. The article argues that distributors who act on impulse, seek small gains, or delegate purchasing decisions to manufacturers' salespeople are the ones who end up with bloated stock, not the manufacturers or their sales staff.
黄润霖Inventory Loading: The Only Criterion for Testing Channel Proficiency
In offline channel inventory management, whether to load inventory onto distributors has always been a taboo topic. Bosses want distributors to hold less inventory to avoid future problems, but under pressure from inventory and cash flow, they also want to transfer all warehouse stock to distributors. This article explores the rationale behind inventory loading, using a distributor's story to illustrate its positive effects, and discusses the theoretical basis for why it can improve channel efficiency.
黄润霖Continuous Channel Stuffing Is the Highest Level of Channel Stuffing
As mentioned in the previous two articles, since channel stuffing is necessary, why do some companies collapse because of it while others seem to thrive? The key lies in solving three problems: who to stuff, how to stuff, and how to sustain the stuffing.
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