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Don't Always Wait for Your Boss to Arrange Your Work
The world-renowned American steel magnate Carnegie said: "There are two kinds of people who are doomed to accomplish nothing: one kind never takes the initiative unless someone else asks them to; the other kind cannot do things well even when asked. Those who take the initiative to do what should be done without being urged, and who do not give up halfway, are bound to succeed. Such people know to demand more effort and more contribution from themselves, exceeding what others expect." When the famous professional manager Wei Zhe first entered the workplace, there was a well-known anecdote. In 1992, when Wei Zhe was still studying at Shanghai International Studies University, he worked part-time at Wanguo Securities. A translated annual report he produced won the approval of Wanguo's president, Guan Jinsheng, who insisted on meeting this young man. It was this meeting that made Wei Zhe the secretary of Guan Jinsheng, known as the "father of Chinese securities."
New DistributionMarket Downturn and Tough Business: How to Manage Staff, Promotions, and Outlets?
In recent years, many major brands in the food and beverage industry have hit bottlenecks, and many distributors feel that business is tough. Behind these phenomena lies a downturn in the food industry's economic situation. This article discusses how distributors can respond to the sluggish market by focusing on efficient management strategies, including standardized market management, strategic market competition, systematic personnel management, rational promotion methods, and imposing terminal management.
李临春The Uncopyable Six Walnuts: A Complete Marketing Analysis
Hebei Yangyuan Zhihui, a beverage company on the verge of bankruptcy in the 1990s, turned its fortunes around after 2003 with a plant-based protein drink called "Six Walnuts." Sales skyrocketed from 3 million yuan before 2003 to around 3 billion yuan today, a nearly thousand-fold increase in a decade. The miraculous rise of Six Walnuts has sparked extensive discussion in the industry, with experts deriving various marketing topics combining empirical evidence and theory, such as "the importance of product naming" and "breaking into third- and fourth-tier markets."
New DistributionWhen Bosses Choose People, They Never Look at Ability First—They Look at This!
Character is more important than ability. There are many smart people in society, but too few reliable ones. A person's character is the basic judgment of whether they are reliable. In fact, children educated in China are generally quite smart, but being smart does not guarantee good character. The article illustrates this through the author's hiring experience, showing that character comes first, and ability can be cultivated gradually.
New DistributionYou Say You're in Sales? Have You Mastered These Ten 'Ones'?
Because the entry barrier for salespeople is relatively low, many people's first job after entering the workforce is in sales. However, many companies simply recruit a large number of salespeople but neglect training, essentially adopting a laissez-faire management style. Despite the low entry barrier, not everyone is suited for sales. To establish oneself in the sales field and become a qualified marketing professional, one needs to possess certain basic qualities: 1. Diligence. Many young people choose sales because they see it as avoiding office work and daily clocking in, only needing to travel, meet clients, and dine and drink with them. In reality, the work is not so easy; it is quite demanding. Only diligent salespeople can achieve good results, while those seeking ease will be quickly eliminated.
New DistributionA Boss's Management Log: Every Word from the Heart! A Must-Learn!
As the saying goes, it's easier to conquer than to rule, and the same applies to running a business. To grow a company, a boss must not only retain key staff but also address management loopholes. Practice is the best teacher; the author started from scratch and built a company with hundreds of employees and annual sales in the tens of millions. Here are his insights on key issues, including retaining talent, delegation, and avoiding common pitfalls.
New DistributionEverything You Reject Is What You Need to Learn
Indian master Sri Sri Ravi Shankar said: "Loving someone who likes you is nothing special; loving someone who loves you earns you no merit; loving someone you don't like will surely teach you something in life; loving someone who blames you without reason, you learn the art of life." From the outside, see the inside; from others, see yourself. Through others, you can truly know yourself. Our opinions of others mainly depend on what they make us see in ourselves, not how we see them. What you see in others is actually yourself.
New DistributionHow to Kill Low-Priced Products? Tactical Combat, Every Move Effective!
Facing the impact of low-priced products, most salespeople first feel fear and then ask for policy support. Below, I share my 15 years of practical strategies, tactics, and maneuvers for hunting down low-priced products in three parts. These methods are truly 'essential for home travel and murderous deeds,' hoping you learn how famous enterprises kill and hunt low-priced products. Those who master even one move will become industry experts, with soaring performance or great fame.
周广军Decoding the Ten Major Gaming Mindsets of Channel Customers: To Sell Well, You Must Understand Them All!
When dealing with channel customers, salespeople often face tricky questions, such as whether a neighboring wholesaler has stocked a product. This reflects complex channel psychology, and mastering it is key to responding correctly. In marketing practice, we inevitably interact with numerous channel customers, and understanding their mindsets is essential for success.
New DistributionSix Secrets of Yanghe Blue Classic's Fine Management of Group Purchase Channels
Yanghe Blue Classic has sparked a blue whirlwind in the liquor industry, drawing attention from all quarters. The secret to its success lies in a model encompassing five aspects: differentiated products, unified national communication, core terminal breakthroughs, group purchase to activate core consumers, and full involvement of manufacturer's sales staff in terminal management. The efficient execution of public relations group purchase strategies is the differentiated competitive means for Yanghe Blue Classic to break into the market. Secret 1: Developing socially resourceful clients as the top priority for group purchase.
远景咨询团队Reading with Internet Thinking: You Don't Need to Read 100 Books a Year, Just Try Thematic Reading
After attending a training session for middle and senior managers, where a lecturer from Peking University's XX Positioning Center recommended the book 'Positioning,' the author decided to use thematic reading to learn about the topic. The process involves confirming a theme, collecting a book list, scanning books quickly, identifying key chapters, creating mind maps, and sharing findings. This method is efficient for gaining comprehensive knowledge in a new field.
彭小六101 Ways for Managers to Communicate Successfully
This article provides 101 practical tips for managers to improve their communication skills, covering basic principles, information exchange, advanced techniques, and communication for success.
New DistributionBosses Should Pay Attention to the 'Eight' Basic Principles
Principle 1: Product refinement. The product is the company's child, and regardless of its intelligence or character, it must first pass the 'appearance' test to attract people. Refinement means delicacy and detail; from a marketing perspective, product refinement is to pass the first 'eye-catching' hurdle for distributors and consumers. If the product doesn't convey value from its appearance, even the best functions will be associated with shoddy workmanship, greatly reducing purchase rates. Lack of refinement is a congenital defect, losing to competitors from the start. Principle 2: Market segmentation...
丁彩锋Food and Drug Administration Answers Reporter Questions: Food 'QS' Mark to Be Abolished
On the eve of the implementation of the new Food Safety Law, the China Food and Drug Administration issued several notices on new management policies, including this Q&A. It clarifies that the food 'QS' mark will be abolished. However, after October 1, foods with the 'QS' mark will not disappear from the market immediately but will gradually phase out over time. During this period, foods with old packaging bearing the 'QS' mark and those with new food production license numbers will coexist. Foods produced on or after October 1, 2018, must no longer use original packaging, labels, or the 'QS' mark.
小食代The Barbarian at the Gate of Grain and Oil: How Evergrande Plays the Turbulent Grain and Oil Industry?
COFCO Chairman Ning Gaoning suddenly finds his new competitor is not from the traditional grain and oil industry, nor an internet giant fond of cross-industry moves, but a Chinese real estate developer. On August 28, 2014, Evergrande Real Estate Chairman Xu Jiayin announced the official launch of Evergrande Grain and Oil, causing an uproar in the industry. That day, Evergrande signed contracts with grain and oil distributors totaling 11.9 billion yuan in sales. Overnight, the traditional grain and oil supply model was transformed by Evergrande into a 'forward housing' style supply, making grain a product that can be pre-ordered.
阚世华Reflections: How Did a Small Food-Producing Country Like Japan Produce World-Class Grain Giants?
Over the past 30 years, Japanese multinational grain traders such as Marubeni, ZEN-NOH, and Itochu have risen to prominence in the international grain market, rivaling the traditional 'ABCD' giants (ADM, Bunge, Cargill, Louis Dreyfus). Marubeni's data shows that it sells 12 million tons of soybeans annually to China, accounting for 19% of China's 63 million tons of annual soybean imports. After acquiring U.S.-based Gavilon Holdings, Marubeni's annual soybean sales to China reached 15-16 million tons, exceeding a 20% share.
第一财经日报20 Key Rules for Effective Distributor Management
This article outlines 20 critical rules for managing distributors, covering sales growth analysis, expense ratios, payment collection, policy compliance, product assortment, inventory management, promotional participation, and relationship building. It emphasizes the importance of regular visits, information sharing, and maintaining detailed distributor records to ensure effective management.
王荣耀Nine Ways for Candy Companies to Avoid the 'Seasonal Sales' Problem!
For most companies, producing seasonal products often brings challenges such as short sales cycles and difficult production operations, especially for categories like candy and jelly. How to extend the sales cycle to reduce the impact of seasonal cycles on the company? Each company has its own methods, but to truly achieve leapfrog development, transformation in the following three aspects should be considered. Here are nine different operational approaches for your reference.
丁忠卫Ambient Lactic Acid Bacteria Beverages: Where to Go After the Hype
Since 2013, the domestic ambient lactic acid bacteria beverage market has experienced explosive growth, with numerous small and medium-sized manufacturers quickly entering the market. Nielsen data shows that in 2014, there were as many as 79 brands in this category, leading to intense competition and frequent price wars, signaling an imminent industry shakeout. The question is whether this sector will become the next 'old yogurt' and how companies should respond.
林靖101 Ways to Quickly and Effectively Improve Team Management
Whether you lead a single team or manage multiple teams, team management is a crucial part of your role. This article provides 101 practical tips for understanding team dynamics, building a team, enhancing efficiency, and preparing for the future, along with a self-assessment exercise to improve leadership skills.
New DistributionHow to Write a Reasonable Annual Marketing Plan?
The first question: When is the best time to write an annual marketing plan? It is appropriate to start writing in the middle of G3 quarter of the marketing year, and finalize the annual plan by mid-G4, which takes about three months. The process includes draft, discussion, defense, decomposition, and promotion, and it is better to complete it by mid-Q4 for good continuity. During the planning period, several meetings are recommended: the first is the kickoff meeting to determine the marketing policy, strategic goals, team assignments, and timeline; the second is the argumentation meeting for cross-departmental coordination; the third is the defense meeting with senior management; and the fourth is the promotion kickoff meeting to ensure execution.
崔自三The Basic Law of Dealer Internal Operations Management
As a crucial link in the commercialization of products, dealers are strategic pieces for manufacturers and indicators of product popularity for retail outlets. For dealers themselves, rapid development, adaptability to market dynamics, and standardized operations are fundamental to growth. Internal management is the most basic step toward standardized operations, beyond strategic planning. Often, dealers excel in external business development but neglect internal management details. Establishing and executing internal systems, including behavioral norms, reward and punishment mechanisms, attendance policies, and business standards, is essential for transitioning from a small family business to a professional enterprise.
New DistributionWhat Does Customer Management Really Entail for Account Executives?
To deepen market management and control, many large and medium-sized FMCG companies set up offices nationwide. The office head (director, regional manager, sales supervisor, business representative, etc., collectively referred to as the manufacturer's representative) manages distributors in their area to control the market, which is their most important duty. However, in practice, many offices (especially those of state-owned or private enterprises) are ineffective, merely serving as customer liaisons, unable to control the market or manage customers effectively. The root cause is either not knowing what to manage or not knowing how to manage.
罗建幸A Dumpling-Triggered 'Cold' War
The article recounts the fierce competition in China's frozen food industry, focusing on the rivalry between Sanquan, Longfeng, and Wanchai Ferry. It details how Sanquan rose to dominance through strategic moves, including leveraging new national standards to outmaneuver competitors, ultimately acquiring Longfeng in 2013.
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