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Articles by 赵正强
Browse 9 New Distribution articles by 赵正强.
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Why Do New Products from Manufacturers Fail to Sell?
Every year, about 30,000 new products are launched, and approximately 95% of them ultimately fail. How can you create a new product that can ignite the industry in a market where supply exceeds demand? What are the key points from conception to success? A single product can save a company, and a single product can change an industry!
赵正强Five New Strategies for Distributors' Future Development | Frontline Methods
As 2019 is nearly half over, distributors need to identify their development directions and paths. Based on experience in the FMCG industry, this article discusses the evolution of the industry and proposes five directions for distributors to enhance efficiency.
赵正强How Should Distributors Select Products? "Potential" Equals "Opportunity"
More than half a month has passed since the 100th Sugar and Wine Fair in Chengdu in 2019. After a week of hard work in Chengdu, did many distributors find the products they wanted? Do they expect to determine the whole year's sales and profits through newly introduced products? Today, let's share what the core competitiveness of distributors is. In fact, as a distributor, in the current complex and ever-changing channels, and in an era where products are being replaced faster, I have three core points for planning the profitability of your business...
赵正强Ten Practical Guides for Salespeople to Become a Million-Dollar Marketing General Manager! (Essential Reading for Marketing Professionals)
Every salesperson aspires to become a marketing general manager for higher returns, and every marketing general manager started as a salesperson. To achieve this, mastering the following ten essential guides will surely bring rewards: training ability, planning ability, foresight, control, distribution, execution, learning, tracking, service, and thinking.
赵正强Why Can't Distributors Grow? How to Secure 'Funding' from Manufacturers to Expand Your Business?
This article identifies two types of distributors that can never grow: those who micromanage everything and those who delegate everything. It then outlines five strategies for distributors to secure more support from manufacturers, including analyzing manufacturer needs, presenting a compelling market vision, accepting small losses for long-term gains, building self-sustaining operations, and aligning with top-tier manufacturers.
赵正强Distributors and Employees: Fate, Emotion, and Money
As March 2016 arrives, the Chinese market is recovering after the Spring Festival, with gift sales winding down. Distributors are gearing up for new product selection at the 94th Sugar and Wine Fair, and the key to success lies in talent management. This article offers practical advice on selecting, training, utilizing, and retaining employees, emphasizing a balance of fate, emotion, and financial incentives.
赵正强Distributors: Surviving 2016 Is Success!
In 2016, the state advocated 'mass entrepreneurship and innovation' and introduced favorable policies to boost entrepreneurship, leading to strong growth across industries and the emergence of asset-light business models like internet and micro-commerce. This article focuses on how new FMCG distributors can navigate their early stages under these favorable macro policies, covering sources of distributors, initial operational strategies, and key principles for survival and growth.
赵正强Two Types of Distributors That Will Never Grow Big
One type of distributor who will never grow big is the hands-on owner who does everything personally, from delivery to collection. Such a distributor can effectively manage no more than 120 clients directly, and with helpers, the total is usually under 300, with no more than four delivery vehicles. Another type is the absentee owner who delegates everything to family or hired managers, only caring about profits. By the time they realize profits are falling, the market is beyond repair.
赵正强Distributors: Solidify the Foundation to See Sales!
This article emphasizes that distributors must first analyze market conditions and their own capabilities to identify opportunities and weaknesses. It then guides them in setting scientific goals and creating comprehensive operational plans—covering team, network, promotions, and more—to steadily increase sales and achieve success.
赵正强