TOPIC ARCHIVE
Management & Methods articles
管理/团队/方法论
Browse 3961 New Distribution articles about Management & Methods.
Published articles
3961 articles · Page 126 of 166
Don't Use Your Silver Tongue to Fool People: Deals Are Made on Trust, Not Liking!
To close deals and achieve sales goals, you should adopt different closing strategies based on different customers, situations, and environments to take the initiative and complete transactions as soon as possible. When attempting to close, once you grasp the opportunity, end the negotiation early. Even if the customer is still hesitant, encourage them to buy while their desire is strong, and the chance of closing remains high. Here are 15 closing techniques to use flexibly with different customers.
New DistributionSales Are Planned
A brand's scale and a product's sales volume are determined by the overall planning before launch. Sales growth is the root solution to all enterprise problems, and only marketing can drive sales and employee motivation.
刘文新The Essence of Wu Ziran: How Wine Distributors Can Excel in Internet+
To discuss Internet+, one must first analyze the new characteristics of the Internet era: time value far exceeds spatial value; professional value can always be discovered; information flows at near-zero cost; flattening reduces hierarchy; and large-scale collaboration is highly efficient and low-cost. These traits demand that businesses operate 24/7, focus on core competencies, embrace social media, and adapt organizational structures to remain competitive.
本质吴自然Why You Work Hard but Still Get Nowhere
As social beings, we interact with society to exchange for the resources we want. Many people think they haven't managed their time well or learned enough, so they study this and that, working hard but aimlessly, only to end up with more loss than gain. In fact, many phenomena point to one issue: in this society, you only need to cultivate two essential things—your inner cognitive structure (how you view the world) and your external social network structure (how you acquire resources). The bridge between the two is the various abilities you develop, through which you solidify your inner cognition and strengthen your social relationships.
New DistributionWhat Aspects Should Distributor Management System Establishment Start With?
When discussing how to establish a distributor management system, it is essential to recognize that wholesalers, especially terminal wholesalers, constitute a large proportion of the distributor base, often characterized by low education levels, poor marketing awareness, and loose management, particularly in the FMCG sector. Over 90% are individually operated, with few having sound management systems or professional marketing teams; many are 'mom-and-pop' shops with varying management levels, making it difficult for most to achieve efficiency through management. This article outlines six key areas for building a competitive management system: human resources, finance, marketing, product management, manufacturer-distributor cooperation, and training.
戚海军Pathways to Achieving Incremental Growth and Efficiency in FMCG Regional Markets
Sales growth is an eternal topic for any regional market leader, requiring careful thought and countermeasures. However, in reality, regional managers or operators often repeat 'yesterday's story'—ignoring internal factors and emphasizing external elements, as shown in two situations: negative attitudes and excessive reliance on policy support, or focusing on quantity over quality. This article analyzes these pitfalls and proposes five concrete pathways for healthy regional development.
邓杰Nine Small Things Small Companies Need to Do in Advance
Business success doesn't depend on the size of the start, but on the speed of later development. If owners can take a long-term view, set distant goals, and launch strategic projects early, it will greatly boost future growth. Some owners only focus on today's business, rarely considering what will happen in three to five years, thinking it's too far away and can be dealt with later. As a result, when the time comes, they lack the planning and groundwork that should have been done, and even if opportunities arise, they can't seize them.
潘文富Sales Supervisor Work Guide
This article provides a comprehensive guide for new sales supervisors, addressing common management problems and offering practical solutions. It emphasizes the importance of shifting from a doer to a manager, using strategies like the catfish effect, SMART communication, delegation, and training to build an effective team.
New DistributionWhy Do Managers Always Have No Time, While Their Subordinates Always Have No Work?
This article explains why managers often lack time while subordinates seem to have no work, using the metaphor of 'monkeys on the back' to describe how managers inadvertently take on tasks that should belong to their subordinates. It outlines five rules for managing these 'monkeys' to increase managers' discretionary time and improve delegation.
New DistributionBig Companies Make You Grow; Small Companies Make You Mature
There is a saying in the workplace: entering a big company makes you grow and learn. Big companies have standardized systems, SOPs, experienced leaders, training, and rotation programs, allowing newcomers to acquire operational skills within 2-3 years. However, as you rise to middle or senior management, the real growth driver comes from interacting with various vendors (agencies) as a client. Only by being a 'good customer' can you reduce risks and truly benefit from these partnerships. Conversely, small companies, with their unstable business and constant pressure, force you to mature, as they teach you resilience, adaptability, and a deeper understanding of human nature and market dynamics.
New DistributionIs It Easy to Wipe the Table Six Times a Day?
Execution is an eternal theme in enterprise management. This article discusses the roles and responsibilities of different levels in an organization, emphasizing that execution is about consistently doing simple things well. Using the example of wiping a table six times a day, the author argues that the root cause of poor execution in Chinese enterprises is not cultural differences but institutional deficiencies, and offers practical suggestions for leaders and managers to improve organizational execution.
齐剑利Five Strategies for Distributors to Secure Resources from Manufacturers
Many distributors excel at winning over consumers but struggle when dealing with manufacturers, often ending up at a disadvantage. This article outlines five progressive strategies for distributors to effectively request resources from manufacturers, including aligning with corporate plans, participating in regional planning, being willing to take small losses, bundling activity requests, and recognizing non-monetary resources.
黄润霖Nine Common Mistakes Manufacturers Make in Managing Distributors
This compilation of distributor management issues is from the perspective of the manufacturer's headquarters, not the sales staff. It requires the manufacturer's boss to think about and address, not just the salespeople. Although there are industry differences and many variations among manufacturers, there are still many common issues in distributor management, such as: 1. Insisting on not finding reasons within oneself; 2. Insufficient understanding of distributors; 3. Insisting on using the manufacturer's values and thinking patterns; 4. Trying to directly reform distributors; 5. Ignoring the actual executors; 6. Single profit model; 7. Homogenized management methods; 8. Not paying attention to changes in distributor needs; 9. Relying solely on the personal energy and professional ability of sales staff.
潘文富Several Things a Senior Executive Must Understand
Fines are ineffective for senior executives because subordinates are not machines and may not take responsibility as expected. There is no real difference between democracy and dictatorship; most people are foolish, and the wise are few. Talented people are those who disobey, and senior executives must learn to manage them. They must look deeper into surface phenomena, be good rather than bad, consider the bigger picture, and answer tricky questions wisely.
New DistributionAutumn Sugar Selection | "First-tier brands have thin margins, second-tier brands have weak terminals, and third-tier brands die fast!" How to choose products to make money easily?
With the Autumn Sugar Fair approaching, distributors are preparing to find several best-selling new products. Each distributor will select products based on their local market conditions, which brings up the issue of combining old and new products. To make money, besides considering the product's selling points, one must also think about the product portfolio. How can you optimize your product mix to easily earn more profits? Among the products you distribute, which ones are "profits" and which are "weapons"? The following analysis from the Distributor's Home editor calculates which combination model is best.
New DistributionFive Key Battles in the Peak Season: Doubling Sales Is Not a Myth
As the peak season approaches, many baijiu manufacturers are gearing up for the holiday battle, aiming to capture the largest share of the massive baijiu consumer market. This article outlines five common battles in peak-season baijiu sales and provides step-by-step strategies for each, including terminal, distribution, group purchase, circulation, and banquet battles.
New DistributionThe Inescapable 'Age 29 Phenomenon': Keep Working or Start a Business?
A popular saying suggests that before age 29, one is within the 'shelf life' of youth, and after 29, it's 'timeout' (expired). This is the so-called 'Age 29 Phenomenon.' Therefore, to make a breakthrough and establish a career during youth, one should do so before youth 'expires.' As Eileen Chang said, 'Fame must come early.' When you stand at the tail end of your twenties, and another friend announces the end of their career to start a business, do you feel anxious, lose sleep, and feel your entrepreneurial spirit stirring?
New Distribution101 Tips from a P&G Executive to New Employees: Save Them Now!
This article compiles 101 pieces of advice from a senior P&G executive for new employees, covering career development, work-life balance, communication, leadership, and personal growth. The tips emphasize proactive behavior, continuous learning, and maintaining integrity in the workplace.
邹文武Five Practical Ways to Quickly Boost Sales in Small Stores
This article offers five practical methods for increasing sales in small BC-type stores: helping organize displays, building strong relationships with store staff, selecting the right products for each store, conducting targeted promotions, and concentrating resources on key stores, brands, and products.
梁胜威Leadership: Standing Tall When Everyone Else Is Down
This article discusses the essential qualities of a leader, emphasizing that a leader is the spiritual pillar of the team, standing firm when others falter. It outlines fifteen key attributes, including a positive attitude, clear goals, unwavering faith, endurance, enthusiasm, self-improvement, focus, time management, initiative, confidence, self-belief, surrounding oneself with positive people, understanding and cooperating with others, moving toward set goals, and cultivating successful habits.
New DistributionHow to Quickly See Through a Person's True Nature from 9 Details in Conversation
Through customers' speech, salespeople can understand their inner thoughts. By mastering the meanings of various speech patterns, salespeople can adopt corresponding strategies to close deals.
New DistributionKazuo Inamori: When the Economy Is Down Is the Best Time for Business Development
When the economy is in crisis and businesses are struggling, Kazuo Inamori, the saint of management in Japan, offers a different perspective: difficulties are opportunities, and the moment you think 'it's over' is actually the starting point for a new beginning. This article presents his full speech on how to turn crises into opportunities through perseverance and strong will.
稻盛和夫The "143" Model for Building an Execution System in Business Teams
For those in sales, besides high-frequency terms like "sales tasks" and "receivables," "execution" is certainly familiar. Having observed many sales teams, common issues include market departments questioning sales teams' weak execution, top management questioning frontline staff's inadequate execution, and third-party planners blaming execution problems, leading to the mantra "30% planning, 70% execution." This article proposes a "143" model for constructing an execution system in business teams, emphasizing the need to treat the team as an asset, establish four safeguard mechanisms, and focus on three core projects.
邓杰Graphical Management of Small and Medium Outlets
Common problems with small outlets: 1) Low sales per outlet and high service costs; 2) Salespeople skilled at visiting these outlets are hard to manage; 3) Owners of small and medium outlets often have low education, making them seem difficult to deal with, and new salespeople often fear them, making it hard to recruit and train salespeople for these outlets. These factors severely limit distributors' enthusiasm for developing small and medium outlets, while manufacturers' salespeople, often more educated, lack experience in visiting small outlets and are even more fearful, offering little help. So how can distributors be assisted in developing small outlets? First, map out the distribution of small outlets.
New Distribution