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 136 of 166
Do You Know? Your Sales Team's Poor Execution Is Because You Haven't Solved These 6 Problems!
Execution, simply put, is 'doing.' It permeates every aspect of our lives and work, and anyone can be a policy maker as well as an executor. The issue of execution capability concerns the intensity and effectiveness of execution. In practice, various problems often arise, commonly referred to as poor execution, leading to deviations and even errors that significantly impact actual performance and final results, sometimes causing project failure or plan abortion.
杜洪The Unstoppable Sales Vanguard: A Breakdown of 42 Actions in the Professional Store Visit Process
From the day I entered the industry, my boss told me, 'Distribution, display, sales, and collection' are the sacred mission of a Sales person, a mantra to be memorized even in dreams. I have seen many who shout slogans like 'Iron Army' or 'Commando Team,' but behind their slogans, I see no evidence of their 'iron' will or 'commando' capabilities. Sales indeed needs some slogan motivation, but more importantly, it requires persistence and focus in every step. Only then can we thoroughly defeat competitors and build a top-tier sales team.
俞雷Are You a Newbie at Work? Master These Six Moves from Master Na
Nowadays, knowledge elites and economic elites are in cahoots, with professors and scholars writing books and giving lectures on management and training, all from the boss's perspective to torment the working class. Books like 'Details Determine Success' just make the foot soldiers work diligently; 'The Man Who Delivered the Letter to Garcia' tells you not only to work but to work smart; 'No Excuses' means work overtime, overtime, and more overtime, without stopping—if you take a break, you're making an 'excuse.' Master Na wandered through bookstores but couldn't find books like 'Give Employees a Raise Now' or 'Find Ways to Increase Employee Benefits'—all they have are books teaching bosses how to be thick-skinned. Alas!
纳兰醉天After Reading the Schedules of These 22 Fortune 500 CEOs, Do You Still Think You're Tired?
We all experience three things daily: can't sleep at night, can't wake up in the morning, and regret going to bed too late! Yet energy management emphasizes the importance of waking up early, as 'The way you start your day can affect your whole day.' Today, we share the early-rising habits of 22 foreign CEOs circulating online. It's hard to say whether they are successful because they persist in waking up early, or if they became excellent because they kept waking up early.
New DistributionCareer Advice: How to Perfectly Answer 'Why Did You Leave Your Previous Company?'
Almost every job seeker who switches jobs is asked, 'Why did you leave your previous company?' How should one answer this question perfectly? This article provides analysis and suggested responses, emphasizing the importance of focusing on what the new company can offer rather than what the old one lacked.
New DistributionHow Should Distributors Build Good Relationships with Regional Managers?
Some say distributors and regional managers are as close as fish and water, while others see their relationship as a game of tug-of-war. Regardless, their close ties inevitably lead to conflicts, such as disputes over market support fees and short-sighted collusion. This article explores how distributors can foster better relationships with regional managers through open dialogue and practical advice.
刘会民100 Terms of the Most Advanced Management Concepts and Practical Experience at Home and Abroad
This article lists 100 key terms in marketing, management, laws, and comprehensive business concepts, each with its English translation, covering theories such as 4C, 4R, 4P, and various management practices.
New DistributionDon't Mask Strategic Laziness with Tactical Diligence
Lei Jun once said: Don't mask strategic laziness with tactical diligence. This applies not only to the battlefield but also to business management. The following article by Fu Sheng, CEO of Cheetah Mobile, discusses how CEOs can lead their companies on the right path. Fundamentally, the biggest bottleneck for a company is the CEO himself; if the CEO cannot grow, he cannot lead the company to greater opportunities. However, CEO growth alone is not enough. Once the team fails to keep up, business collapse is inevitable. Therefore, CEO management methods are particularly important.
傅盛How Can a New Regional Manager Quickly Take Control of the Market?
This article discusses how a new regional manager can quickly master a new market by learning from the predecessor, analyzing sales data, conducting market research, building a model market, and establishing a communication platform for distributors.
New DistributionThe Most Systematic Guide: A Step-by-Step Breakdown of Sales Supervisors' Daily Visits and Management Actions with Distributors
When salespeople visit new distributors, they have plenty to talk about—products, policies, promotions. But what about visiting an established distributor who knows company policies better than you do? What should you say? After long travel, a salesperson has only three to four effective hours per day with a distributor. If you ask what specific actions they take during that time, the answers are often incomplete or vague, with many reciting training concepts instead of concrete steps.
魏庆How Can Distributors Overcome Growth Bottlenecks?
The development of any commodity circulation industry relies on three fundamental components: manufacturers' products and brands, merchants' market distribution channels, and consumer purchasing behavior. While attention is often focused on brand building and consumer education, the distributor group that serves as a crucial bridge between manufacturers and consumers is frequently overlooked. This article examines the role of distributors, analyzes the challenges they face in growing beyond a certain scale, and proposes strategies for突破 these bottlenecks.
New DistributionThe Secret Weapon That Established Master Kong's Market Position
Twenty years ago, almost no one had heard of Master Kong; ten years ago, many had; now, everyone knows it. Since investing in mainland China in September 1988, Master Kong has achieved impressive results through over 20 years of relentless effort: its instant noodles hold the largest market share nationally, its tea beverages lead the market, its mineral water gained the top market share in 2009, and its juices ranked third nationally, with total sales reaching 50 billion RMB in 2009. The secret to these achievements lies in a comprehensive set of marketing methods, with 'channel intensive cultivation' being the most crucial.
王冠群Application of P&G's OGSM and STAR Models in FMCG Marketing Management
OGSM and STAR are two highly practical management models that were once widely promoted by the company, but over time and with personnel changes, these good tools have faded from our view, with few knowing them and even fewer using them. In recent marketing work meetings, I noticed a department manager using OGSM to describe key work in an advanced manner, with neat content and clear strategies, so this article aims to introduce the usage of these two tools in detail for the benefit of more colleagues. Today, I share this article on the internet to share with more FMCG industry friends.
New DistributionHow to Effectively Control and Avoid Market Returns
Returns are inevitable in any product business, arising from either quality issues or market factors. Market-related returns typically stem from poor sales efforts, secondary wholesalers' mismanagement, or retail outlets' failure to rotate stock. To control and avoid such returns, companies must enforce first-expiry-first-out (FEFO) principles, rapidly distribute new products, clear near-expiry stock through promotions, and ensure diligent daily store visits and inventory checks.
段杨Visual Merchandising Guide: A Comprehensive Summary of Display Methods for Nearly 30 FMCG Categories
The terminal display is the final step in realizing a product's commercial value, often referred to as the 'last kick.' Effective in-store merchandising is crucial for boosting sales and leaving a lasting impression on consumers. This article compiles 30 practical display methods for various FMCG categories, including beverages, dairy, biscuits, candies, and more, offering valuable insights for retailers.
New DistributionHow Manufacturer Sales Personnel Can Understand Distributors
Manufacturer sales personnel serve as the bridge and bond between the manufacturer and distributors. If this role is played well, cooperation will be smooth; otherwise, conflicts may escalate, harming the market. Therefore, sales personnel must understand distributors to build good relationships and manage the market effectively. First, they should survey the market before visiting distributors, as this facilitates communication. Distributors dislike salespeople who are absent except for payment collection, rarely visit the market, lack market knowledge, or act arrogantly. Salespeople must also identify and solve market problems, act as both coach and player, and avoid empty promises or blame-shifting. A capable salesperson who understands distributors can make a market thrive.
段杨Chen Chunhua: You May Have Confused the Responsibilities of Senior, Middle, and Grassroots Managers
In the process of enterprise development, there are three pairs of contradictions that must be faced. Planned management unifies and coordinates these contradictions by establishing goals. It holds that senior managers are responsible for strategic (company) goals, including long-term development, return on investment, and market share growth. What are the respective responsibilities of senior, middle, and grassroots managers? From this, we can see that senior managers are responsible for the long term and change; in other words, whether the company has a future and can continuously change depends on senior managers.
陈春花How Traditional Industries Can Leverage the Internet in the Digital Age
The internet is transforming daily life from cities to rural areas, and its impact is unstoppable. Traditional industries must integrate the internet with their core business, focusing on good products and effective channels to succeed.
杨海军Ten Astonishing Sales Secrets You Probably Didn't Know
Over the past fifteen years, I have been studying the art of selling. In that time, I have written hundreds of articles and columns on sales, and have been mentored by nearly 100 top sales masters. Here are the ten most surprising facts from my experience. 1. Customers really want to buy. Everyone loves to buy (don't you?), but no one likes to be sold to. That's why when you try to persuade, convince, or manipulate customers into buying something, they distance themselves from you. The key to selling is helping customers make the best decision, thereby adding to the innate desire to buy that lies deep within them.
New DistributionA Practical Guide for City Managers on Managing 'Route Sales Rep' Customer Relationships
This article addresses the common problem of 'cultivating but not refining' in route sales, where deep distribution efforts fail to yield results. It proposes a systematic approach centered on customer relationship management, including terminal classification, key person identification, effective visit standards, and improved complaint and delivery processes, to enhance execution and market competitiveness.
方刚Leave a Gap for Your Subordinates (Essential Management Reading)
Give a monkey a tree to climb endlessly; give a tiger a mountain to roam freely. Leaving a gap for others does not mean you are incompetent; it is a management wisdom and a higher-level, holistic perfection. A famous entrepreneur drew an incomplete circle on the blackboard, leaving a gap, and asked the audience what it was. He explained that his success came from not doing things perfectly, but leaving gaps for his subordinates to fill.
New DistributionBuilding a Regional 'Tiger-Wolf Force' with 'One Center, Four Basic Points'
Regional managers often believe that good communication with superiors and smooth cooperation with distributors, coupled with enticing benefits, will ensure rising performance. However, this is not enough. Just as soldiers attack a hill, a skilled general can turn a mediocre team into a formidable force. The key lies in performance management, specifically the 'One Center, Four Basic Points' approach, which focuses on motivation and key performance indicators to build a strong regional team.
秦立超Five Strategies and 21 Methods for Negotiating with Distributors
This article, reposted from the Baijiu Distributors Academy, provides practical strategies for sales personnel to succeed in first negotiations with distributors in regional markets. It covers preparation, creating a good first impression, negotiation tactics, and conflict resolution, emphasizing the importance of understanding oneself, the counterpart, the market, and competitors.
朱志明The Camp Is Iron, the Soldiers Flow Like Water: Four Metrics for Managing a Sales Force
For a sales-driven or marketing-driven enterprise, the success of sales force management almost determines the success of the company. All business performance relies on salespeople, who complete the final step of converting the company's services and products into value; without this step, all prior efforts are worthless. The sales force is the corporate army on the front lines, and salespeople are our corporate soldiers. As such, they share the military's characteristic: the camp is iron, but the soldiers flow like water.
张思全