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Articles by 魏庆
Browse 58 New Distribution articles by 魏庆.
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58 articles · Page 2 of 3
Dealer Management Actions Decomposed (Part 7)
This section reviews common pitfalls in dealer selection and provides a detailed action process. It then focuses on techniques to stimulate dealer cooperation willingness, including negotiation skills, creating a conducive environment, being sincere yet shrewd, building momentum before negotiation, and using two-way communication to guide dealers.
魏庆Adapt and Overcome: 6 Strategies for Mastering In-Store Displays within Supermarket Rules
This article explains that supermarket display rules are not rigid; true mastery involves adapting to each store's specific constraints. It provides six strategies, including understanding the essence of displays, practical techniques for securing and maintaining display space, and tips for special displays and developing cold zones.
魏庆Dealer Management Actions Decomposed (Part 6)
This section reviews the eight key considerations for dealer selection and then presents a simulated scenario to illustrate the step-by-step process a salesperson should follow when selecting a dealer in an unfamiliar city. It emphasizes avoiding common mistakes such as preconceived notions and hasty visits, and provides a detailed workflow for market research, terminal investigation, and negotiation to secure a committed dealer.
魏庆Dealer Management Actions Decomposed (Part 5)
This article reviews the six criteria for selecting dealers and discusses additional considerations, including the prioritization of these criteria, the importance of selection quality, the need for decisive action with new dealers, the optimal product line length for dealers, leveraging second-tier customers, inducing dealers from other industries, and avoiding state-owned dealers. It also introduces the use of a dealer evaluation form as a training tool.
魏庆Dealer Management Action Breakdown (Part 3)
This article reviews the previous analysis of manufacturer-dealer relationships and then provides practical training on selecting suitable dealers, including four selection mindsets and specific actions to evaluate a dealer's marketing awareness.
魏庆Dealer Management Actions Decomposed (Part 2)
Theoretical education: establish correct concepts and correctly view the relationship between manufacturers and dealers. First, business personnel's misunderstandings about the manufacturer-dealer relationship. People's concepts determine their behavior. Most sales representatives' inefficiency in dealer management is not just a skill issue; they haven't figured out who they are—what role they should play as a manufacturer's sales representative when dealing with dealers—and they haven't positioned the relationship between the manufacturer and the dealer correctly. As a result, there are extreme leftists (fewer and fewer such salespeople now)...
魏庆Dealer Management Action Breakdown (Part 1)
This article discusses the importance, urgency, and complexity of dealer management in China's FMCG industry, emphasizing that dealers are crucial for market coverage and sales. It outlines a training course structure that covers dealer selection, cooperation willingness, daily visits, and corporate behaviors, aiming to provide practical action steps for sales representatives.
魏庆The Marketing General Manager's "Close to the Frontline" Work Model (Part 1)
This article discusses the importance of marketing general managers staying close to the frontline market. It highlights common problems when upper management is disconnected from frontline realities, and provides five practical models for gathering frontline information and improving market responsiveness, including routine market visits, phone communications, and using communication platforms to encourage employee participation.
魏庆The Secret Manual for Marketing Veterans to Cultivate Their Skills
Marketing is not mysterious; it is a technical skill composed of various sub-modules. By learning systematically and using the 'Absorbing Star Technique'—taking notes, keeping work diaries, organizing files, and maintaining a categorized system—marketers can efficiently progress from novice to expert.
魏庆How to Prevent Distributors from Intercepting Promotional Resources?
A company's tea beverage promotion was undermined when distributors used sunlight to check bottle caps for winning prizes, intercepting winning bottles. The company seeks better methods to prevent such interception, as they fear alienating large distributors.
魏庆Don't Fight the Trend—Give the Terminal Back to the 'Distributor'
This article discusses three major trends in the FMCG industry: e-commerce impact, health consciousness, and price band upgrades. It argues that manufacturers must empower distributors and improve their terminal management, rather than relying solely on their own sales forces, to adapt to these trends.
魏庆The Most Systematic Guide: A Step-by-Step Breakdown of Sales Supervisors' Daily Visits and Management Actions with Distributors
When salespeople visit new distributors, they have plenty to talk about—products, policies, promotions. But what about visiting an established distributor who knows company policies better than you do? What should you say? After long travel, a salesperson has only three to four effective hours per day with a distributor. If you ask what specific actions they take during that time, the answers are often incomplete or vague, with many reciting training concepts instead of concrete steps.
魏庆Come, Let Me Teach You How to Tell the Profit Story from Multiple Angles
1. Tailor the profit story to the audience. In small and medium terminals, the decision-makers are either the owner or the store manager/buyer. Owners care about profit, especially during new store openings, while store managers/buyers care about bestsellers and their performance metrics. Salespeople should adapt their profit stories accordingly.
魏庆Five Combination Tactics to Close Terminal Orders at the Last Moment
This article introduces five combination tactics for terminal sales: breaking the ice, introducing work objectives, handling objections, telling profit stories, and closing the deal. It emphasizes preparation, customer psychology, and practical techniques for small and medium terminal stores.
魏庆Terminal Sales Reps' 'One-Move Defeat' Selling Method
Imagine meeting an old friend, classmate, or neighbor you haven't seen in years. After shaking hands, you blurt out, 'I'm now in multi-level marketing and selling insurance; I want to sell you a product...' Before you finish, they're gone. Real insurance agents and MLMers aren't that foolish; they don't start by selling. They first show concern and tell you benefits—like MLM can make you rich, or insurance means your wife gets rich after you die. The professional term for 'benefits first, then selling' is...
魏庆Beware of the Six Traps in Terminal Route Management, and Sales Will Not Be a Problem!
If the process is done well, the result will naturally be good. In sales—especially FMCG sales—you must do well at the terminal, as insiders know. Doing terminal work won't generate sales on the same day; sales go left, terminal goes right, which is a paradox that insiders also know. Is doing terminal work difficult? Route planning, report design, standard visit steps... the technical stuff is no longer mysterious—just poach a regional manager from Coca-Cola or Master Kong. But after the technology becomes transparent, why do so many enterprises still launch terminal systems, only to either give up halfway or end up with 'unfinished' terminal work? Or 'heart in Tianshan, body already dead in Cangzhou?'
魏庆Wei Qing: Management Issues for Sales Supervisors
This article discusses common management problems faced by new sales supervisors, such as understanding management, motivating staff, executing strategies, and building effective teams. It offers practical solutions based on the author's years of experience, emphasizing the importance of leadership, communication, and continuous learning.
魏庆What Should Sales Managers Do at Year-End? -- Zero-Distance Market Self-Inspection
As the year draws to a close, it's time for review and reflection. Beyond routine annual reports and plans, regional managers should conduct a deep self-inspection of their market management. This article outlines a step-by-step self-check from basic mistakes to advanced strategic thinking, covering areas such as channel management, price control, and new product promotion.
魏庆Don't Give Up After One Setback: 24 Practical Accelerating Levers for Terminal Selling
A common scenario: the boss assigns a new product distribution task, the salesperson tries all day, visits ten stores, finds it difficult, and reports back, "Boss, it's not moving!" This gets passed up the chain, and everyone thinks the product is hard to distribute, leading to more policies. New products are certainly hard to distribute, but as a salesperson, don't give up after one setback—use all the 'accelerating levers' before saying it's impossible.
魏庆Boost Sales: 5 Tactics Including Extending Networks and Refining Channels!
This article provides five tactics for FMCG distributors to increase sales in township markets, such as opening township sub-distributors, using low-priced products to nurture distribution channels, improving county-level distributor services, and increasing manufacturer sales rep visits to townships.
魏庆Love Until Death, Never Rest Until Results Are Achieved (Step-by-Step Guide to Running Effective Morning Meetings)
This article emphasizes that in morning meetings, both the 'performance review' and 'employee report' segments require dialogue and follow-up on key performance issues, not just going through the motions. It provides models and examples for tracking and resolving performance problems, such as item management, to ensure results are achieved.
魏庆5 Major Aspects and 17 Methods: Effective Terminal Management to Boost Sales!
This article outlines 17 methods across 5 key areas—terminal network width, depth, key accounts, merchandising, and information reach—to help FMCG distributors and manufacturers increase sales through improved terminal management. It emphasizes practical tactics like expanding coverage, increasing SKU penetration, signing agreements with key outlets, enhancing in-store displays, and ensuring product information reaches retailers.
魏庆Wei Qing: 14 Models for Increasing Sales through Product and Channel Management!
This article presents 14 models for increasing sales through product line management and channel profit management, including methods such as reflecting on your own products, comparing with competitors, identifying gaps, managing channel profits, and adjusting product structures.
魏庆In the Arena, Against Your Will: How to Strike at Competitors and Boost Sales!
This article from New Distribution offers practical models for FMCG distributors to increase sales by targeting competitors during off-peak seasons, including clearing competitors from exclusive venues, using aggressive tactics to block competitor products, and capitalizing on holidays when competitors are closed.
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