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The Structural Reasons Behind Poor Employee Execution
Most bosses are dissatisfied with their employees' execution, believing that their company's strategy and management structure are clear, but employees' execution is not up to par, slowing growth and hurting returns. Many bosses try various solutions such as incentives, execution culture, stricter assessments, and even offering shares, but the improvement in execution is limited. To solve this, the problem must be broken down, and the underlying issues addressed, including both the willingness to work and the technical skills to do the job.
潘文富Quanshihui's Three Strategic Breakthroughs to Overcome the Development Dilemma of Physical Retail
At the just-concluded 'Quanshihui 2016 Distributor Exchange Conference', over 100 distributors and industry professionals from across the country engaged in in-depth discussions on 'how to open up channels and upgrade business formats'. As a sample of 'internetization of physical retail terminals and opening up the retail supply chain ecosystem', the Quanshihui brand attracted close attention from all attendees.
几二两How to Develop New Markets in Sales? One Article Tells You...
In sales, your familiar friends are limited, but the unfamiliar market is unlimited. Acquaintances account for 30% of the market, while strangers account for 70%. The unfamiliar market is your real source of income. Why develop new markets? Many people misunderstand direct selling, thinking it mainly targets acquaintances. But that's not the case: suppose you have strong social skills and 100 friends, each buying one product from you, you can sell 100 products at once. If one product lasts 3 months, what do you do for the remaining two months? Or what if they absolutely refuse your recommendation? So, we should shift more time to developing new markets based on acquaintance business.
New DistributionThe Mistake That 27 Layers of Purification Couldn't Filter Out
After media reports in mid-November 2016 that Danone had sold Robust to Yingtou Holdings, Robust's official website still displayed the Danone Group member logo, indicating that the company had lost interest in its brand image, with the last website update dating back to 2011. According to reports, after holding Robust for 16 years, Danone, still adhering to its capital-oriented approach, decisively divested the brand that once held a 30% share of China's bottled water market, citing a focus on natural mineral water.
小镇青年朱迪How Should a Regional Manager Write Their Year-End Summary Report?
As the year draws to a close, a regional sales manager should produce a decent summary report. What kind of summary can both satisfy company leaders and provide guidance for the coming year? The author believes that although there are many polished, formatted summary reports, the key is to grasp two points: the summary must be objective, covering both achievements and problems, using data and facts, and analyzing the root causes of existing issues; the summary must also include plans, breaking down tasks and implementing them, with feasible methods to solve problems and identify growth points.
尚阳Coasting at Work Only Hurts Yourself!
Everyone works nine to five, but some become executives in three to five years, while others remain at the bottom after ten or twenty years. The difference lies in one word: 'coasting.' This article explains why coasting through work is a self-defeating attitude and offers advice on how to grow and succeed.
New DistributionSeven Swords to Drive Terminal Sales: Selling Wine Is No Longer Difficult!
Market challenges, consumer rejection, ineffective terminal staff, and slow product movement are common issues in terminal channels. To effectively solve terminal sell-through, one must master the seven key strategies: refined marketing team management, six golden rules for distribution, terminal recommendation rate, four dimensions of visits, terminal activation, promotions, and continuous relationship maintenance.
周平建Marketing Executives Talk (16): How to Communicate with Key Distributors?
Business executives often need to establish contact with key distributors and communicate with them at appropriate times. However, distributors are normally visited by sales representatives, so what should executives pay attention to when interacting with them? How can executives control most of the market by managing the 20% key distributors? Key distributors have a different mindset from ordinary ones, and executives may feel cautious when dealing with them. Therefore, thorough mental and material preparation is essential before such visits.
谭长春Sales Reps, Tell Your Boss Why CRM Is Useless for You!
Despite the recent buzz around new CRM products from major vendors, salespeople remain indifferent because current CRM tools are management-focused rather than performance-enhancing. Salespeople need a system that genuinely helps them generate results, not just a monitoring tool.
谭长春Tsingtao Chairman Sun Mingbo: Not Just Making Good Products, You Must Transform Fundamentally
We are facing a major all-round transformation, which should focus on the supply side. It's not just about making good products, but more importantly, driving a series of changes in organizational structure, people's mindsets, sales channels, and business models. ——Sun Mingbo, Chairman of Tsingtao Brewery. Since July 2014, domestic beer sales have declined for 24 consecutive months, and the entire Chinese beer industry is undergoing deep adjustment. Within this industry downturn lies the dividend of supply-side reform. How to participate in this supply-side reform? As the world's sixth-largest beer manufacturer, years of international market experience have enabled Tsingtao to stand from an international perspective and begin this market-driven self-revolution.
蔡宇丹 任磊磊The More Online Sales on Double 11, the Harder Offline Business Gets. What Should Distributors Do Next?
This year's Double 11 saw Alibaba's transaction volume surpass 120 billion yuan, prompting reflections on how online sales impact offline stores. The article advises distributors to face the internet with an open mind, avoid escaping or blindly joining platforms, and focus on data-driven operations, professional management, and team entrepreneurship to survive the changing landscape.
赵波Your Greatest Enemy Is Inertial Thinking
This article argues that many companies claim to be result-oriented but are actually method-oriented, relying on habitual approaches. It advocates a 'from results to methods' thinking model, illustrated by examples like Ford's pricing strategy and the construction of Nagoya Airport, to break free from inertial thinking and achieve goals more effectively.
小马宋Salespeople Disobey, Obedient Ones Don't Deliver, Deliverers Don't Make Money: 80% of Distributors Fail Due to Poor Management. How to Break the Cycle?
Distributors often lose money due to management failures, such as salespeople slacking off, intercepting promotional items, and misappropriating funds. Implementing sales management software can help, but success depends on the distributor's own management skills and a phased approach to change.
赵波Sales Management Software Is Known to Be Good, but How to Implement It to Improve Management Efficiency?
Personnel management is a persistent headache for distributors, as without proper monitoring, salespeople may neglect their duties. Using sales management software is a trend and a necessary condition for improving management, but many distributors fail due to lack of implementation methods. The author shares personal implementation experience from three stages and two levels.
赵波The 7 Tactics Second-Tier Distributors Use to Bargain with Sales Reps, and the 17 Ways to Counter Them
Second-tier distributors commonly use seven negotiation tactics to bargain with sales representatives, such as claiming the price is too high, asking for further discounts after a minimum price is offered, demanding freebies, requesting credit, and more. To counter these, sales reps should adhere to 20 principles, including never making concessions without conditions, never revealing the bottom price first, and always exchanging conditions for benefits.
张宇Three Offensive Strategies for Regional Markets
When attacking a regional market, the direct pressure is the squeeze from numerous competitors. Without core competitiveness and innovative thinking, a company will either fail to grow or go bankrupt. To achieve different results, start with different approaches. There are three strategies for regional markets: flanking attack, direct attack, and local attack.
阿U哥If You Don't Build a Knowledge System, You'll Eventually Be Drowned by the Flood of Information
Most people have never summarized or organized their knowledge and experience, yet they often follow a scientific method and logic in practice. In real life, we often meet people with deep insights into a field, but when asked how they do it, they can't explain. This article discusses two types of intelligence: street wisdom and scientific method, and emphasizes the importance of building a knowledge system to solve problems stably and efficiently.
大华The Latest Operational Guide for Distributor Management Upgrades: Market, Team, Employees, Culture... (Quick Save)
Author: Xu Wei, Chairman of Heige Consulting Group and Heige Consulting (Beijing) Co., Ltd. Due to the nature of my work, I am often asked by distributor friends about how to develop markets, manage sales teams, and boost employee motivation. Such questions have led me to deeply reflect on the corporate operation of distributor enterprises. For baijiu companies, the quality of distributor resources often determines the success or failure of market operations. For distributor business owners themselves, in addition to partnering with manufacturers that have excellent brand assets and outstanding marketing management capabilities, the distributor's own efficient operational management capability is also a core condition for success. As China's marketing management continues to evolve, the baijiu industry must also undergo transformation. Distributor enterprises experience both pain and joy in the process of corporate operation and management upgrades.
徐伟How Distributors Can Seek Efficiency from Management
After years of development, as company scale expands with increases in sales, products, personnel, and vehicles, large distributors in the increasingly competitive FMCG industry must strengthen management to increase profitability. This article refers to large distributors located in first- and second-tier markets, with numerous brand resources, many vehicles and sales staff, and annual sales exceeding 100 million yuan, operating as companies. Despite company scale and sales growth, their actual profits have not increased correspondingly. Case: In a prefecture-level city in Hebei, Boss Zhang's company operates over a dozen beer and liquor brands, with a warehouse of over 2,000 square meters, nearly 100 employees, and more than 20 delivery vehicles. With sales exceeding 100 million yuan, operating costs have risen faster than performance, leading to shrinking net profits despite growing business.
师顺宽Rising Costs and Expenses: How Should FMCG Distributors Navigate the Current Phase?
An online article once went viral, titled 'It's Not That the Old Have Turned Bad, but That the Bad Have Grown Old.' The bottleneck in the FMCG market is similar: 'It's not that customers have decreased, but that channels have aged.' Comparing e-commerce platforms from ten years ago to today reveals a world of difference, yet comparing terminal stores from ten years ago to today shows little change, not even a year's worth. Since we've fallen behind, we must catch up. FMCG distributors now face declining channel sell-through rates, rising market expenses, increasing personnel wages, and high trial-and-error costs.
丁律宇Marketing Supervisor Talks (15): How to Guide Your Boss to Accept Your Market Views?
This article discusses how to guide a subjective and emotional boss to accept your market proposals. It emphasizes finding common ground, understanding the boss's concerns, organizing workshops, taking the boss to the market, and using indirect influence to align perspectives and achieve shared goals.
谭长春Sorry, Business Is Tough This Year, No New Brands!
Distributors may slow down or stop taking on new brands, but have they carefully reviewed their existing ones? The deeper reason behind this is that under the new economic normal, distributors have failed to adapt quickly to changes in channels and terminals, and have not adjusted internal management to cope with fierce competition, leaving them passive and seeing their business shrink.
New DistributionBoss, How Long Has It Been Since You Personally Visited Clients? Are Your Clients Yours or Your Salespeople's?
As distributors grow, they become increasingly dependent on employees, but few bosses can effectively direct them. The basic profit model for distributors is simple: buy from manufacturers and sell to downstream clients for a margin. Downstream clients choose to buy from a distributor based on factors such as product strength, recognition of the boss, recognition of the sales staff, and the distributor's operational systems. To sustain growth, distributors must build operational systems that reduce reliance on individuals, starting with rebuilding personal relationships with clients and centralizing client management.
潘文富Marketing Supervisor Talk 14: How Can Business Supervisors Earn the Trust of Their Subordinates?
In an internal training session for marketing supervisors, the author posed the question of how to manage salespeople effectively, but was disappointed by the answers, which focused solely on control and punishment. The article argues that supervisors must take on multiple roles—leader, builder, responsibility-taker, pioneer, friend, conductor, supporter of informal groups, and guide for employee development—to earn subordinates' trust and support.
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