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10 Key Focus Areas for Launching a New Product
After a distributor decides to take on a new product and agrees on the overall market strategy with the manufacturer, the next step is the actual implementation of the new product promotion. This article outlines ten key areas where distributors should focus their efforts to maximize the success rate of a new product launch.
张德昭How Distributors Can Establish a Systematic Accounts Receivable Management System (With a 3,000-Word Case Study)
For distributors, accounts receivable are a vital component of current assets, and establishing a systematic management process is a common concern. Chen Lei (pseudonym), general manager of Wuhan Shengyuan Trading Co., Ltd. in Hubei, shared his company's accounts receivable management system. He stated, "Establishing an accounts receivable management system ensures the company maximizes the use of customer credit to expand the market, which not only facilitates product sales but also minimizes the cost of bad debt losses, shortens the time funds are tied up in receivables, and accelerates capital turnover, thereby safeguarding the company's capital and preventing operational risks."
张宇Must You Obey Every Decision of Your Boss?
In most organizations, rules and regulations are emphasized, but should employees obey every company rule and soldiers every command? The article contrasts old and new French military regulations, where the old required unquestioning obedience and the new allows refusal of illegal or harmful orders. It draws parallels to corporate management, arguing that blind obedience can lead to irresponsibility and unethical behavior, and suggests companies should adopt similar protections for employees.
郝志强An Easy-to-Understand Data Analysis Methodology
This article presents a simple and practical data analysis methodology for beginners, covering the most core and commonly used points to meet 90% of daily needs. It explains the two types of data (dimensions and measures), the use of comparison for judgment, and the use of segmentation for finding causes.
王桐Why Do Bosses Want Results but Prefer to Hear the Process?
After a leadership change at Company Q, channel director Xiao A believes his results-driven approach will finally be recognized. Despite delivering a 30% sales increase, he is passed over for promotion while those who frequently report to the boss are rewarded, revealing that process communication matters as much as results.
New DistributionTwenty Reflections on Human Nature in Marketing and Management
This article explores twenty aspects of human nature relevant to marketing and management, including concepts, commonality, customs, face, calculation, superiority, mindset, employee motivation, greed, competition, compassion, existence, love, id and superego, aesthetics, fear, fame and fortune, pleasure and pain, meaning, and standpoint. Each reflection offers insights into how understanding these human traits can improve business practices and leadership.
韩秀超How Should Distributors Design Their Compensation System?
Many distributors operate and manage their businesses in a rough and disorderly manner, especially in terms of compensation, which lacks forward-looking planning and systems, significantly hindering their rapid development. To stay ahead of competitors and gain more growth space, distributors must design a reasonable compensation system based on their company size and development stage, making it a perpetual motion machine for high-speed enterprise growth. Current problems in distributor compensation systems include: 1. No standardized system. Since many distributor companies employ family members, they see no need to establish a compensation system, let alone a written policy.
崔自三How a Taiwanese Brand Swept the Mainland Market? Three Truths Behind the Success of 'Zhang Junya'!
Since 2009, the cartoon brand image of Zhang Junya, with her puffy hair and red bow, has entered the public eye. Within a few years, this imported crumbled noodle snack, priced at nearly 10 yuan, became a sensation in mainland China. According to preliminary statistics, Zhang Junya's turnover in the mainland reached nearly 1 billion yuan in 2014. In the current imported food market, a hit product may emerge only once every 5 to 10 years, and Zhang Junya, created by Taiwan's Wei Lih Foods, is undoubtedly one of the lucky ones.
New DistributionHow to Leverage Company-Invested Funds to Make Outlets Both Productive and Attractive?
Marketing has three transformations: terminal media, sales communication, and PR implementation. These are the three basic principles for FMCG marketers to operate retail stores and create point-of-sale visual merchandising. With increasingly fierce market competition, achieving these requires good customer relationships and sufficient market funds, but almost all salespeople feel funds are insufficient no matter how they save. Jinmailang's chairman, Fan Xianguo, once joked: "If I give away 2 jin of beef with every pack of braised beef noodles, what do we need marketers for?" Indeed, a marketer's value lies in maximizing sales with minimal market resources. This article focuses on how to effectively use market display funds to enhance terminal visual merchandising, addressing common problems and offering solutions such as empowering frontline salespeople, motivating store owners, and third-party verification.
张宇How to Arrange Products in Convenience Stores to Capture Your Eyes, Heart, and Money?
FamilyMart, 7-Eleven, and Lawson are the three best-performing Japanese convenience store brands in China, with 7-Eleven's rainbow-striped sign being the most counterfeited. Beyond the shoddy storefronts and dim lighting, the odd feeling peaks inside—shelves are either too empty or too messy, lacking what you need and stocking what you'd never buy. In a sluggish retail environment, how can convenience stores attract consumers? This article explores the display logic behind convenience store layouts, based on visits to FamilyMart and 7-Eleven stores and interviews with store managers.
宣海伦The Secret to Maximizing Sales: Process-Oriented Metrics and Data-Driven Tracking
A friend in the clothing industry achieved double-digit same-store sales growth by process-orienting sales metrics and tracking KPIs in real time with sales incentive games. This article explains how to break down sales targets into actionable components and establish a systematic tracking system to maximize retail sales.
黄成明Eight Most Effective Terminal Distribution Methods in the Eyes of a Gold Medal Regional Manager
The fourth session of the Wine Industry 'Internet' Conference, Hunan Summit, is about to open. At this meeting, you will hear: Wang Chaocheng's first talk on wine e-commerce models; Yijiupi COO reveals the new wine industry model that achieved 1 billion in one year; and free Weijiu visit-sales management software! Time: August 22-23. Location: Jinyuan Hotel (No. 279, Section 2, intersection of Furong Middle Road and Linzi Middle Road, Changsha). Scale: about 400 people (free accommodation and meals provided). Registration: click the 'registration link'.
酒业第一新媒体Tips for Building a High-Performance Sales Team
Building a sales team with strong execution is crucial for achieving sales targets, collections, brand building, and product promotion. This article outlines three key steps: clarifying the team's position, establishing three personnel systems, and focusing on three execution-boosting points.
张正龙Nestlé Signs Strategic Cooperation with Alibaba, Global Food Giant Begins Taking Sides Online
Everything is as expected, but it happened sooner than anticipated, and it was Nestlé, the world's number one food brand, that made the first move. Ha, 2016 is getting more and more interesting. Yesterday, I was talking about 1688, and a classmate told me that 1688 only handles cross-border goods distribution domestically and won't have much impact on traditional channels, at least not in the short term. I told him, do you really believe 1688 will only deal with imported food and leave mainstream products alone? Today, this blockbuster news came out and I immediately tagged him. He finally believed that we can't have侥幸心理 towards giants; self-consolation can't escape reality.
New DistributionThe Worse the Boss, the Faster the Team Develops—So Classic!
In his new book, Shi Yuzhu recounts a discussion with Jack Ma on a plane about how entrepreneurs must be 'bad guys,' and they found much in common. Numerous examples show that teams led by 'bad bosses' far outperform those led by 'good bosses.' History is often made by 'bad guys' like Liu Bang, Cao Cao, Li Shimin, and Zhu Yuanzhang, because only they dare to rebel and change. Creating a great company may require the same, as 'bad bosses' have stronger nerves and unconventional thinking. The article lists successful 'bad bosses' like Shi Yuzhu, Jack Ma, Ren Zhengfei, and Zhang Ruimin, and analyzes how to be an effective 'bad boss.'
New DistributionRegional Manager: From Submachine Gun to Pistol
The transformation from market pioneer to market manager involves three steps: recognizing one's managerial role, continuously developing management skills, and refining the role through practice. However, for those accustomed to conquering markets with a 'submachine gun,' switching to a 'pistol' for management is challenging, as many regional managers admit they know how to sell but struggle with writing plans.
郑志敏Rethinking "Premium Water"
With the launch of a series of new bottled water products by Nongfu Spring in 2015, the previously vague "premium water" market has become increasingly clear with the entry of large enterprises. Taking the start of 2016 as an opportunity, let's discuss the so-called "premium water" market. Although I have some understanding of the beverage industry, "premium water" seems to be a rather unique market segment: its operating models, consumer purchase drivers, and other aspects form their own system; and the market size is often vaguely reported by the media as "expected to reach 10 billion"; its connection with ordinary beverages is probably only because it is "water".
张德昭How Should Bosses Walk the Market and Read the Market?
I have always held the view that bosses who like to walk the market are more likely to succeed. When a company is small, many bosses enjoy going to the market to understand the situation, find problems, and tap market potential. But as the company grows, bosses become aloof, claiming they have no time to walk the market and can't hear voices from below. Many distributor friends also reflect this problem: bosses of companies with over 500 million in sales are rarely seen walking the market anymore. In the past, when the company was still small, they liked to go to the market with distributors to study it and solve problems, but now it's hard to even meet them.
梁胜威Three Essential Sales Moves: Building Relationships, Delivering Results, Closing Deals!
The article emphasizes that sales is fundamentally about people and relationships. It outlines key principles for maintaining good customer relations, including courtesy, reciprocity, trustworthiness, empathy, and helping customers grow, which are essential for long-term success.
张德昭Why Bosses Never Give Up No Matter How Hard It Gets, While Employees Want to Flee When Things Go Wrong?
Why does a boss never give up easily no matter how hard it gets, while an employee wants to flee when things go wrong? Why do couples with big arguments rarely divorce, while lovers often break up over trivial matters? Ultimately, how much you invest in a matter or relationship determines how much pressure you can bear, how much success you can achieve, and how long you can persist. Feng Lun said: Greatness is achieved through endurance. Why 'endure'? Because you must bear grievances that ordinary people cannot bear; you need no understanding, comfort, or encouragement from others, but you have none; ordinary people vent emotions through confrontation, negativity, and blame, but you must see love and light, learning to transform and digest in everything; ordinary people need a shoulder to lean on when weak, but you are the shoulder others lean on.
New DistributionHow Should Beverage Manufacturers and Distributors Operate Regional Markets in 2016? (Product Selection)
This article analyzes 2016 beverage market data to guide manufacturers and distributors in market operations, emphasizing the growing importance of lower-tier cities and the shift towards mid-to-high-end products, functional beverages, and bottled water, while providing strategic advice on product selection and brand partnerships.
张宇How to Plan Territories (Routes) for Sales Representatives?
A sales territory is a group of existing and potential customers assigned to a salesperson, sales department, distributor, or dealer for a certain period. A good sales territory consists of consumers who are able and willing to pay. Factors to consider when designing a sales territory include clear objectives, boundaries, and market potential. The process involves selecting control units, determining basic territories, and arranging visit routes.
New DistributionZong Qinghou: China's Richest Man, from Youth to Gray Hair...
For 28 years, working 16 hours a day and spending over 200 days a year on the front lines of the market, Zong Qinghou used his feet to understand the market, staying connected with people and the ground, until he built the Wahaha business empire worth over a hundred billion yuan, becoming China's richest man several times. While we gossip about the richest man, he himself may be walking the vast land, routinely chatting with rural shop owners. Today, let's join Daojun to reacquaint ourselves with this legendary entrepreneur in his seventies and appreciate his life philosophy and business thinking. In 1987, Zong Qinghou...
New DistributionThe 7 Key Differences Between You and Senior Executives—It's Not Just Education and Age!
Drucker said managers must be effective, but the root cause of a manager's effectiveness lies not in education, age, or how many prestigious leadership courses they've attended. The following seven differences reveal where the gap lies between senior managers and ordinary managers. Understanding the gap is the foundation for progress.
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