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3961 articles · Page 132 of 166
When Sales Won't Rise, or Rise Without Profit: How Can Sales Managers Effectively Boost Low Sales in Big Markets?
The most basic indicator for evaluating a market or manager is sales volume, but as we often say, sales are not everything, yet without sales, nothing is possible. This article categorizes sales into types like 'drug sales' (high volume, low price) and 'premium sales' (high volume, high price), and discusses how to generate, monitor, and avoid pitfalls in sales.
方刚Comparing Old Village Chief and Jing Jiu: Similarities and Differences
Old Village Chief, a low-end baijiu product, and Jing Jiu, a health wine brand, seem incomparable at first glance, but a dialectical view reveals many similarities and differences worth exploring. This article aims to find what these two brands have in common and where they differ, offering insights for the sluggish baijiu market by examining how these 'small brands' achieved remarkable market scale and sales.
New DistributionMoving Beyond the Traditional 'Base Salary Plus Commission' Compensation Model
Many distributors currently evaluate salespeople based on results rather than process, making sales volume the sole criterion for assessment. This leads to a situation where experienced salespeople earn high salaries without working hard, while new salespeople work diligently but receive meager pay. The direct consequence is a sales force prone to speculation, laziness, and corruption. Especially when distributors base compensation on commission, salespeople may open new stores initially but become complacent once sales stabilize, no longer striving for growth and sustainable development.
刘会民Dealer Management Actions Decomposed (Part 5)
This article reviews the six criteria for selecting dealers and discusses additional considerations, including the prioritization of these criteria, the importance of selection quality, the need for decisive action with new dealers, the optimal product line length for dealers, leveraging second-tier customers, inducing dealers from other industries, and avoiding state-owned dealers. It also introduces the use of a dealer evaluation form as a training tool.
魏庆The Four Types of Salespeople Most Liked by Distributors: Do You Measure Up?
When visiting distributors, the author often hears complaints about salespeople being irresponsible, inconsiderate, dishonest, and slow to resolve issues. Many salespeople work for years without understanding what distributors truly value. This article outlines four types of salespeople that distributors appreciate: advisory, benefit-seeking, problem-solving, and hardworking.
梁胜威Get! Why Does Your PPT Have Neither Power nor Point? (With Complete PPT Training Courseware Download)
PPT is one of the essential basic skills for every marketing professional, but unfortunately, most people's PPT skills are limited to filling in text. The editor shares six complete sets of PPT skill improvement series by Buyi Gongzi, which he has treasured for a long time. These courseware materials present all PPT skills and techniques from basic to advanced, and they are excellent! If you need them, you can reply "PPT" in the official account to get the download link. People who often make PPTs often joke: Most people who make PowerPoint have no power and no point.
范潇晓The Complete Guide to Supermarket End-Cap Displays (How to Choose Products, Determine Height, Select Shape, and Boost Sales – All Answers Here!)
How to choose products for end-cap displays? Supermarket space is limited and valuable, and each display occupies a large area, so it must generate maximum profit. For customers, displays convey strong product information, making correct product selection crucial. Remember, never randomly pick products just to fill a display. There are several types of display products: first, products with proactive price reductions to differentiate from competitors and attract customers; second, supplier-initiated promotional price cuts; third, unique store items like private labels; fourth, new products introduced for promotion; fifth, supplier-funded displays; sixth, limited-time or limited-quantity promotions; seventh, products that can significantly boost sales when moved to a display.
New DistributionTen Pictures: What Makes an Excellent Salesperson Stand Out?
As products enter the off-season, many salespeople start to relax, thinking they can slack off since sales are hard. But the boss isn't foolish; why do others get raises and promotions while you don't? This article compares ordinary and excellent salespeople in ten aspects, from attitude towards work to career planning, highlighting the key differences.
袁会文How Should Distributors Flatten Their Distribution System? These Three Strategies from Major Distributors Are Effective!
Flattening was once a key strategy for liquor companies to break through sales bottlenecks, aiming to control sales channels by simplifying sales levels. In this strategy, distributors, as intermediaries between manufacturers and terminals, are inevitably flattened. Therefore, distributors must consider how to flatten themselves before the company does. Additionally, in the context of industry oversupply, distributors can only achieve growth by deeply exploring the potential of each terminal. This article summarizes three measures for distributors to flatten their distribution systems and analyzes the conditions and timing for successful flattening.
New DistributionDealer Management Actions Breakdown (Part 4)
This section continues the discussion on dealer selection criteria, detailing practical methods for assessing a dealer's strength, market capability, management ability, reputation, and cooperation willingness, with specific actions for each.
魏庆老师Dealer Management Action Breakdown (Part 3)
This article reviews the previous analysis of manufacturer-dealer relationships and then provides practical training on selecting suitable dealers, including four selection mindsets and specific actions to evaluate a dealer's marketing awareness.
魏庆Products Not Selling, Clients Not Listening, Market Problems, Team Hard to Manage, Strong Competition – What to Do?
Frontline sales supervisors face daily challenges: products not selling, clients not cooperating, market issues, team management difficulties, and intense competition. This article provides self-check tools and management frameworks to diagnose and address these issues, emphasizing process management and a balanced approach to leadership.
方刚How Can New Regional Supervisors Effectively Carry Out Their Work?
Regional supervisors, as the most grassroots management positions in the company's management structure and middle managers of the region, directly face sales representatives and the market frontline daily, playing a supportive role in regional market advancement. However, most regional supervisors do not know how to effectively carry out their work and achieve continuous promotion on their career platform. This article elaborates on the positioning, execution, and improvement paths for regional supervisors.
王永博49 Rules for Professional Development of Regional Managers
This article outlines 49 rules for regional managers, covering management cognition, organizational principles, planning and execution, control and problem-solving, staff development, communication, human nature management, and leadership. It emphasizes self-reflection, effective communication, and continuous improvement.
New DistributionDistributors' Dilemma: How Should I Manage People?
Case studies of two distributors who suffered losses due to mismanagement and over-reliance on relatives, leading to theft and inefficiency. The article advises distributors to adopt a company-like management model with clear systems and processes, rather than relying solely on family members.
毛小民How Can Distributors Achieve Organic Growth?
Wang Jiaming, general manager of Longcheng Jiaming Trading Co., Ltd., is troubled by how to achieve organic growth after 15 years of rapid development. The key lies in addressing both the spiritual and technical aspects of organic growth, including standardizing organizational management, establishing HR systems, strengthening financial management, professionalizing marketing functions, improving logistics and warehousing, and enhancing team building.
吴之Ten Ways for Distributors to Tie Down Retail Outlets
Distributors typically have agreements with manufacturers, forming a community of interests, but their relationship with retail outlets is often free trade, lacking long-term stability, which weakens their control over terminals and puts them at a disadvantage. To turn the tables, the author summarizes ten key supports to bind retailers: agreement support, meeting/information support, emotional support, price support, personnel support, promotional activity support, display support, advertising support, franchise or counter support, and profit support/buyout operations.
尚阳Dealer Management Action Breakdown (Part 1)
This article discusses the importance, urgency, and complexity of dealer management in China's FMCG industry, emphasizing that dealers are crucial for market coverage and sales. It outlines a training course structure that covers dealer selection, cooperation willingness, daily visits, and corporate behaviors, aiming to provide practical action steps for sales representatives.
魏庆The Art of Salary Balancing for Distributors
The same salary, paid in different ways, can lead to vastly different outcomes. Some distributors pay cleverly, motivating employees and strengthening management; others pay generously but fail to retain talent or improve profits. This involves the issue of salary balance in distributor management. So how should distributors pay their employees? From 'base salary' to 'basic wage': a change in name, a difference in meaning.
刘会民Lack of Execution Means Management Problems!
Case 1: Who will bell the cat? A group of mice held a meeting to discuss how to deal with a cat's attack. A clever mouse suggested putting a bell around the cat's neck so they could hear it coming. Everyone agreed it was a good idea, but when asked who would do it and how, they were all speechless. The commentary: A scientific and reasonable strategic deployment is the prerequisite for execution! If the strategy is divorced from reality, execution is impossible.
New DistributionPractical Insights: A County-Level Sales Manager at Laocunzhang Reveals the Secret to 50% Annual Growth
First encountering Laocunzhang in the autumn of 2011, a novice in liquor sales, I dove into a small county with almost no team or sales foundation. Through dedication, our company achieved sales of 1.9 million yuan in 2012, 2.8 million in 2013 (47% growth), and 4.2 million in 2014 (50% growth). This journey taught me valuable lessons in market development and management.
张平13 Ways Distributor Bosses Die
Tolstoy famously said, 'Happy families are all alike; every unhappy family is unhappy in its own way.' The same applies to distributor bosses: successful ones share common traits, while those who fail do so for various reasons. Yet, upon closer analysis, common patterns emerge. As key sales channels for manufacturers, distributor bosses have existed for decades and no longer need to 'cross the river by feeling the stones,' as there are plenty of pioneers and martyrs whose successes and failures offer lessons to learn from.
韩峰Alibaba Partner Tong Wenhong: From Receptionist to Billionaire
Tong Wenhong says that as an employee, if you are used to job-hopping, talk about benefits as soon as you join, and constantly think about when to leave work and when to take holidays, do you know what your boss thinks of you? Often, if you want to gain your boss's appreciation, it's best to work with a boss's mindset. If an employee's mindset is wrong, no matter how high their education or strong their abilities, they cannot become a good employee, because one's thinking determines one's actions and one's ideas determine one's approach.
New DistributionI'm a Small Distributor, How Should I Manage?
Zhang Wei, a small distributor, faces mounting management issues as his business grows from annual sales of 2-3 million to nearly 10 million yuan. Problems include unmanageable veteran employees, inventory theft, product line chaos, and channel management difficulties. Through analysis and advice, he restructures his product lines, implements objective performance management, adopts inventory software, and divides channel responsibilities, leading to improved performance and a clearer strategic direction.
谭长春