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Products Not Moving, Teams Hard to Manage: What Should a Regional Manager Do?
This article is excerpted from Mr. Fang Gang's book "FMCG Veterans All Do This: Regional Manager Playbook." It addresses two common problems: products not selling and teams being difficult to manage, offering self-check tools and management strategies.
方刚How Should a New Regional Manager Tackle a Deteriorated Market?
This article is excerpted from Mr. Fang Gang's book "FMCG Veterans Do It This Way: Regional Manager Playbook". It outlines the common problems of the worst markets and provides a systematic approach to address them, emphasizing a positive mindset, comprehensive market research, seeking support, and targeted solutions.
方刚Junlebao Maintains 30% Growth, Poised to Become the Next Dairy Company to Break 10 Billion Yuan After Yili, Mengniu, and Bright
Despite the dairy industry downturn and struggling upstream milk suppliers, Junlebao has bucked the trend with 30% growth in the first quarter of 2016. The company's lactic acid bacteria beverages, formula milk powder, and yogurt segments are driving its expansion, positioning it to potentially reach 8 billion yuan in sales this year and join the race to 10 billion yuan.
New DistributionRegional Manager Market Inspection: Look, Walk, Meet, Improve, Follow Up, Support
This article is excerpted from Mr. Fang Gang's book "FMCG Veterans All Do This: Regional Manager Playbook". It redefines the role of regional managers and outlines a systematic approach to market inspection, including preparation, field visits, dealer meetings, improvement plans, and follow-up support.
方刚Sorry Boss, I Can't Give You the Execution You Want
The main difference between big and small bosses often comes down to a 'poverty mentality.' A boss with this mindset focuses on cutting costs, which leads to poor training, low-quality hires, and missed opportunities, ultimately undermining the very execution they demand from employees.
林依珊The Art of Leading Troops for Regional Managers: Strict Military Discipline, Three-Point Agreement, Appropriate Elimination, and Rewards and Punishments
This article is excerpted from the book "FMCG Veterans All Do This: Regional Manager Operation Tips" by Mr. Fang Gang. For a company, regional market managers are important organizational units in the marketing system, executing specific marketing actions and serving as the foundation of the marketing system. Therefore, enhancing the capabilities of regional market managers is a crucial part of corporate marketing.
方刚The Difference Between Small Bosses, Medium Bosses, and Big Bosses: So Accurate!!!
Small bosses focus on doing things, medium bosses on markets, and big bosses on trends. Small bosses are diligent and low-key, medium bosses are adventurous and experimental, and big bosses are strategic and resource-oriented. The article also invites distributors interested in B2B transformation to join a study tour.
New DistributionDown with 'Xiao Ming Classmate'!
The market law is the law of the jungle: 'natural selection, survival of the fittest.' Whoever leads current market demand is the market leader. The 'law of duality' in marketing is relative; its essence is still a zero-sum game, so sharing market share equally with competitors is a false proposition. Apple made Nokia phones disappear; beverage giant Coca-Cola spends over $1 billion annually on advertising to maintain its dominance; in 2012, Uni-President's Laotan Sauerkraut Beef Noodles made rival Master Kong a follower, prompting it to launch its own version. This shows that the essence of marketing is market competition.
邓征The Biggest Cost for Enterprises Is Untrained Employees
It is said that during World War II, the German military classified people into four types: the clever and lazy could be officers, the clever and diligent could be staff officers; the stupid and lazy could be soldiers, while the stupid and diligent should be dismissed. Although this saying is somewhat biased, it highlights the management philosophy and principles of employing people in an efficient team. A team may indeed contain these four types of people, and since a team is composed of individuals, the key issue to study and solve is how to stimulate and cultivate the potential of each member, turning them into valuable "talent" for the enterprise.
New DistributionEight Prohibitions for Regional Managers in Conduct
Tomorrow at 8 PM, this platform will host an online salon sharing session in a WeChat group titled: "What Preparatory Work Should Distributors Do Around Building Their Own Platform?" Interested friends can long-press the QR code at the end of the article to register for free and participate in learning. When adding, please reply with the keyword: Learning. First conduct, then work. Conduct is an art; work is a science. As the cornerstone and image ambassador of the company, how should regional managers grasp the art of conduct to win the mutual trust of distributors and the company, and carry out business efficiently and effectively?
New DistributionHow Distributors Can Manage Post-80s and Post-90s Employees: 4 Shifts to Improve Performance Management Efficiency!
Born in the E-era, the post-80s and post-90s have become a vital force in the workplace, but their behavior often troubles companies: they may not show up after recruitment, leave soon after joining, underperform after staying, resist authority when capable, and refuse to work when obedient. They are seen as lacking tact, discipline, and obedience; having ideas but no execution, enthusiasm but no patience; high IQ but low EQ and weak interpersonal skills; reluctant to take responsibility but eager to collect salaries, with more complaints than positive energy. These sharp criticisms seem to put them on trial. Indeed, their unique upbringing has shaped their distinct personalities, but every generation has its own rebelliousness and strengths, just expressed differently. The new generation marks a shift from 'serious work' to 'happy work', challenging traditional management methods. So, how should distributors design performance appraisals for post-80s and post-90s employees? The following four shifts may provide useful insights.
师顺宽Ten Major Misconceptions in Performance Appraisal
Performance appraisal is not the same as performance management; appraisal can help you identify problems, but it may not solve them. This article summarizes ten common misconceptions about performance appraisal and offers practical suggestions for effective implementation.
宋新宇Such Employees Will Surely Become Executives
This article outlines twelve key qualities that employees need to develop in order to advance to executive positions, including loyalty, dedication, initiative, responsibility, efficiency, results orientation, communication, cooperation, continuous improvement, humility, frugality, and gratitude. Each quality is accompanied by specific behaviors that exemplify it.
New DistributionEmployees Don't Quit Their Jobs, They Quit Their Bosses
Managers often complain about their best employees leaving, citing disruptions and recruitment costs, but they miss the real issue: employees quit their managers, not their jobs. This article outlines nine reasons why good employees leave, including overwork, lack of recognition, disrespect, broken promises, and more, and suggests ways to retain them.
New DistributionWhich Matters More: Base Salary or Commission?
Many believe that a higher base salary means earning more, but those who rely solely on their base salary will never become wealthy. In fact, base salary is just a simple indicator of your ability and a basic living guarantee. Salespeople who depend on base salary are often struggling, while those who don't care about it are the truly impressive ones. If given three choices, which would you pick: A: 2000 base salary with 4% commission, B: 3000 base salary with 2% commission, or C: no base salary with 10% commission?
New DistributionHow to Implement Fine Channel Management in the Beverage Industry?
In marketing practice, we often encounter questions such as how to determine the optimal number of sales staff, how to allocate promotional resources, how to accurately forecast sales, how to quickly obtain market information, how to effectively check the work of sales personnel, and how to understand the flow of products in the sales channel. By implementing a fine channel management strategy, we have achieved certain results, which we now discuss with peers.
New DistributionForesight: We're in Danger if We Get Involved with These 17 Types of Distributors [Marketing Management]
Few companies can do without distributors, but few are satisfied with the ones they have. Many companies fail because distributors are inattentive, uncooperative, or break market rules, turning markets into 'half-baked' failures. However, these problems are not solely the distributors' fault; many issues stem from our own choices, such as not being discerning enough when selecting distributors.
李政权Restructuring and Rebirth: How Distributors Break Through Development Bottlenecks
Authorized by Yang Yonghua, Chairman of Guanfeng Consulting Intelligence Group, exclusively published by Wine Industry Home. During market transformation, many distributors lack neither the concept nor awareness of change, but most are unclear on how to change. Starting with the development cycle of distributors, this article analyzes the bottlenecks at each stage—startup, growth, development, maturity, and decline—and proposes strategies for long-term success.
杨永华What Stage of Economic Development Is China Really In?
This article discusses China's current economic development stage, arguing that despite being the world's second-largest economy, its per capita GDP remains low, placing it in the middle-income category. The author, Liang Hong, chief economist at CICC, analyzes issues such as leverage, savings, and real estate, advocating for policy reforms including reducing mandatory savings, improving capital markets, and increasing land supply to address structural problems.
梁红Distributors: What to Do When Terminal Products Are Unsellable?
Marketing is a complete process, from production to the consumer, passing through a series of channels, with the terminal being the final step. Whether a product is accepted by consumers depends on its performance at the terminal, which can either be a sellout or a dead stock. All parties involved—manufacturers, marketers, and distributors—should have the right mindset, be fully prepared, and know how to solve the problem when products become unsellable. When products sell well, everyone is happy, but the most troublesome and critical issue is what to do when terminal products are unsellable.
New DistributionWhen Knowledge Becomes a Low-Value Consumable, Move Toward Wisdom
When knowledge becomes a low-value consumable, we must move toward wisdom. This article, based on a record from a wisdom sprint class, tells the story of a diligent learner who always lagged behind the times, illustrating that merely learning knowledge is insufficient; we need to develop the ability to create knowledge systems and solve real problems, which is wisdom.
雾满拦江100 Years of Management Classics All Here (Dry Goods Collection)
This article compiles 100 years of management classics, covering scientific management, organizational theory, general management, human relations, need hierarchy, X-Y theory, management grid, effective managers, Z theory, McKinsey 7-S model, flexible work hours, change management, HP Way, Matsushita's dam-style management, Boston matrix, CI strategy, ERP, Little Swan's 'doomsday management', Haier's international star one-stop service, Handan Steel's 'cost reversal method', strategic alliances, Porter's five forces, and Delphi method.
New DistributionWhy Performance Management Fails to Deliver Performance?
Performance management serves three core functions for enterprises: the ladder to the top, the catfish effect, and the driver. The ladder to the top refers to a mechanism that allows employees to rise from the bottom to CEO. Without performance appraisal, promotions are based on favoritism or relationships, leading to internal politics and talent waste. The catfish effect creates healthy competition and pressure, activating employees' potential. The driver ensures strategy implementation and accountability. However, many companies fail to realize these benefits due to poor design, execution, and application of results.
张庆西A Practical, Down-to-Earth Daily Management Manual for Small Distributor Owners
This article covers 20 practical management topics for small company owners, including retaining key staff, delegation, cost-cutting, recruitment, handling relatives, setting policies, and more. It emphasizes the importance of sound financial systems, clear communication, and aligning employee interests with company goals.
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