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Articles by 蒋军
Browse 43 New Distribution articles by 蒋军.
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A Step-by-Step Breakdown of a Successful Distributor Ordering Conference
In just 9 days, three regional distributor ordering conferences were held, exceeding expectations and boosting channel confidence. This article breaks down the key actions into three levels—planning, execution, and key points—to ensure the process is streamlined, executable, and replicable.
蒋军Marketing Management Personnel Series Part 6: Strategy or Details Determine Success?
This article uses the game Plants vs. Zombies as an analogy to discuss the importance of strategy, tactics, execution, and systems in marketing management. It argues that neither strategy nor details alone determine success, but rather a systematic approach that integrates all elements is crucial.
蒋军Marketing Management Personnel Series (5): "Specialization" and "Profession"
This article discusses the concepts of "specialization" and "profession" in the context of marketing management, drawing on Kenichi Ohmae's book "The Professionalism" to argue that true experts are defined by their ability to solve complex problems and create customer value, not by titles or credentials. It emphasizes that professionalism must be grounded in a commitment to customers and the strategic mission of the enterprise.
蒋军Marketing Management Personnel Series IV: No One Is Irreplaceable
Some marketing managers believe they are 'distinguished' and 'irreplaceable,' while some business owners think certain individuals are 'indispensable,' leading to a psychological 'game' between managers and bosses. This article explores the strategic use of leave and threats to leave, and argues that no one is truly irreplaceable, urging both employees and employers to adopt a balanced perspective.
蒋军Marketing Management Personnel Series Part 3: Don't Expect to Achieve Sales with Simple Methods
At a sales meeting, a marketing manager claimed that sales is simple and his method is 'simple selling.' While it's fine to 'despise the enemy' strategically, simple selling is not a good tactic for achieving sales goals. Often, 'simple' is not just a word; the measure is not complexity but effectiveness.
蒋军Marketing Management Personnel Series Part 2: Selecting, Using, and Tolerating People
This article discusses the importance of selecting, using, and tolerating people in marketing management, emphasizing that choosing the right people is crucial for team efficiency and success. It highlights the challenges of personnel management in Chinese enterprises, where personal relationships and authority often override formal systems.
蒋军Marketing Management Personnel Series (1): What Marketing Management Concepts Should We Have?
This article discusses the marketing management concepts that marketing professionals should adopt, criticizing common practices such as focusing solely on results and short-term gains, and advocating for a balanced approach that includes managing demand, guiding and creating demand, maintaining a competitive perspective, and achieving comparative competitive advantage rather than overall superiority.
蒋军Key Points for Sales Personnel's Annual Work Planning
This article outlines the key points for sales personnel's annual work planning, covering target setting and decomposition, market layout, overall market strategy, budget, organizational structure, marketing mix, and execution and evaluation.
蒋军The Greatest Pain for Marketers: Having Ideals but No Means
The greatest pain for marketers is having ideals but no way to realize them. This article explores the importance of setting clear goals, recognizing one's strengths, and finding practical methods to achieve success.
蒋军Evergrande, When Will Its 'Rough' Marketing End?
When CCTV-1 repeatedly aired the ad 'Kawabear, Kawabear, I come from New Zealand,' people were surprised to find that Evergrande, after its overwhelming marketing for water and grain and oil, had begun 'rough' marketing for infant formula. From a professional marketing perspective, Evergrande has spent billions on marketing communication, yet its brand, apart from awareness, has almost zero recognition, reputation, loyalty, and brand image and association.
蒋军The Basic Skills of Distributor "Management"
This article discusses the challenges and key skills for frontline supervisors and salespeople in managing distributors effectively. It presents three case studies illustrating successful, poor, and collusive management styles, and outlines a core principle and three key strategies for effective distributor management.
蒋军How to Effectively Distribute Products in Regional Markets?
Distribution is a critical task for FMCG companies and sales personnel. This article outlines a five-step approach to successful distribution: understanding the market, planning and execution, driving sell-through, consumer pull activities, and monitoring and improvement.
蒋军Three Key Points and Eight Notes for Successful Holiday Marketing
China has 117 holidays (including weekends) each year, nearly one-third of the year, making holidays crucial for FMCG sales. To succeed in holiday marketing, companies must grasp three key points: setting clear marketing goals, choosing resonant themes, and building action plans, while also paying attention to eight aspects such as creative design, product mix, and staff training.
蒋军Successful Sales Management: Team Management
Team management involves organizing members into groups based on work nature and abilities to participate in decision-making and problem-solving, enhancing productivity and achieving organizational goals. Key aspects include building a sales team, selecting appropriate salespeople, setting standards and metrics for quick identification, and developing targeted training plans.
蒋军How to Implement Successful Sales Management: Process Management (2)
This article discusses the reasons for failed sales closures and the importance of timing in closing, as well as the process of negotiation and counter-offers. It then emphasizes the significance of sales process management, including setting sales targets, tracking progress, and managing territories and time effectively, with a case study illustrating the need to classify customers by importance. Finally, it outlines key tools for salesperson process management, such as weekly visit plans, daily visit reports, weekly market briefings, weekly progress control, and sales meetings.
蒋军How to Implement Successful Sales Management: Process Management (Part 1)
This article discusses sales process management, which involves controlling the sales process from initial customer contact to closing. It outlines the seven stages of the sales process, starting with finding target customers and qualifying them, and provides detailed methods for identifying direct consumers and distributors, as well as criteria for evaluating potential distributors.
蒋军The "Ways of Survival" for Food and Beverage Enterprises in the Mobile Internet Era
The marketing era is sweeping the globe at lightning speed. Jack Ma said, "If you don't do e-commerce today, you'll have no business tomorrow." While many internet brands like Three Squirrels, Chu Orange, and Master Kong's Braised Beef rise overnight, many traditional food and beverage companies like Xurisheng, Jianlibao, and Taizinai are fading away. This article explores how food and beverage enterprises can not only survive but thrive in the new marketing era.
蒋军How to Implement Successful Market Management?
Sales management involves planning, executing, and controlling sales activities to achieve sales goals, focusing on market management, process management, and team management. Effective market management includes defining market scope, understanding buying characteristics, choosing entry modes, and setting realistic goals.
蒋军Marketing: Just Do It!
When facing tough sales problems, consider three outcomes: best, worst, and compromise. The best rarely happens, the worst isn't fatal, and compromise usually prevails. Marketing is about action, not over-planning; opportunities are seized by doing, not waiting.
蒋军