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How to Communicate More Effectively with Distributors
Xiao Wu, a newly promoted sales supervisor on probation, failed to follow up with distributors on order placement, leading to unmet targets and his probation not being confirmed. Effective communication with distributors requires setting specific goals, time limits, reaching consensus, and continuous follow-up.
陈波19 Key Insights on Management Excellence by Wang Mingfu
Private enterprises typically start and grow through trial and error, learning by doing, and surviving against odds. The core management challenge is balancing business, organization, and team, with the leader's vision and leadership being crucial. This article shares 19 insights on organizational management for private enterprises, emphasizing practical approaches like prioritizing business growth, maintaining simplicity in management, and focusing on customer and employee satisfaction.
王明夫Winning at the Point of Sale: A Must-Attend Course for Suppliers to Hypermarket and Supermarket Channels
This course is designed for FMCG companies that believe in "winning at the point of sale." It addresses common issues in retail terminal management, such as the lack of a clear link between management activities and sales growth, and provides systematic methods to improve product visibility, in-store display, pricing, inventory, and promotions, ultimately enhancing purchase rates and market share.
北京时代博文The Power System of Execution: Structure, Process, and Mechanism
Execution, fundamentally, is about using people well and doing things well. As a discipline, it requires a scientific operational process built on human nature, with clear goals, evaluation standards, reward and punishment rules, and organizational checks to drive performance. This article defines the structure, process, and mechanism of effective execution, emphasizing the core role of goal achievement, speed and quality, personnel motivation, transparent rules, and the dynamic system of identification, self-discipline, inspection, and rewards.
史贤龙How to Accelerate Product Sell-Through in Supermarkets
Getting products (especially new ones) onto supermarket shelves is easy, but achieving sell-through is hard. The speed of sell-through directly impacts market sales and profits. Typically, if a product doesn't move within three months, supermarkets will ask the manufacturer (or supplier) to exit. The key is for manufacturers, suppliers, and supermarkets to work together to solve the sell-through problem.
New DistributionNine Strategies for Taming Distributors
In modern business warfare, as competition intensifies and brand promotion and terminal marketing costs soar, FMCG companies are shifting marketing work to distributors while providing sales support. However, distributors often fail to cooperate, demanding policies and fees, or even engaging in channel stuffing, which troubles manufacturers. How can manufacturers make distributors operate the market according to their requirements and achieve a 1+1>2 effect? Based on over ten years of experience managing distributors, the author suggests that by implementing the following nine strategies, distributors will not only become obedient but also dependent on the manufacturer.
New DistributionSalespeople: How Many Years on the Job Is a Turning Point?
Just as long-married couples may experience 'aesthetic fatigue' and grow apart, long-time employees often feel weary of repetitive work and face 'stage-based development confusion.' This article explores the question of how many years on the job constitutes a turning point, dividing a career into six stages and offering advice on navigating each.
张会亭Dealer Loophole Management Series: Supermarket Expenses
In today's rapidly developing modern channels, the sales ratio and status of traditional versus modern channels have undergone earth-shaking changes. Many dealers have recognized the importance of modern channels and invested significant effort in managing them. Recently, the author visited a branch of a national large supermarket chain in a medium-sized city to check product displays and sales, and also met an old client, Boss Zhang, a local distributor for several national brands. During a chat, Zhang revealed his long-standing concern: his business manager had embezzled 2,000 yuan from a 5,000-yuan stack fee application. The author provides advice on how to prevent such losses through effective supervision and management.
张势之How to Handle Terminal Display? Remember These 9 Words!
This article is reprinted from Sugar, Tobacco, Wine Weekly Food Edition. Starting from the principle of simplified management, display is actually a meticulous task that requires care. If executed according to the basic requirements, it can effectively enhance the store image and promote sales.
New DistributionNo Promotion, No Sales: How to Deal with Secondary Distributors?
A regional manager of a well-known dairy company seeks advice on motivating secondary distributors, who only respond to promotions. The article analyzes common pitfalls in managing secondary distributors and offers strategic guidance to shift from sales-oriented to market-building approaches.
刘卫华Dealer Management Loopholes Series: Logistics Management
A company inevitably deals with four systems: cash flow, logistics, personnel flow, and information flow. Many dealers think logistics is simple—just deliver the goods. However, hidden costs and inefficiencies often arise, such as unauthorized side trips and wasted time. This article analyzes the causes of logistics cost overruns and proposes solutions, including the use of a vehicle dispatch log.
张势之Five Strategies for Precise Operation of Regional Candy Markets During the Off-Season
After the 15th day of the first lunar month, candy sales shift from being a necessity before the Spring Festival to a leisure product, marking the start of a nine-month off-season. To cope with this reality, candy companies should focus on internal improvement. This article proposes five suggestions for industry peers to discuss.
朱丹蓬How to Handle Distributors Who Leverage Sales Volume to Extort Concessions
A regional manager complains about a difficult distributor who uses his sales volume to demand concessions. The marketing director calmly navigates the negotiation, using facts and strategic dialogue to secure the distributor's cooperation without yielding to unreasonable demands.
陈志平Evergrande Spring: Dreams Are Fine, but First Survive the Sell-Through Hurdle
Last month, reports emerged of layoffs and sales company mergers at Evergrande Spring, followed by Evergrande Property's 2014 results showing cumulative investments of 5.54 billion yuan in mineral water, 570 million in grain and oil, and 310 million in dairy, totaling 6.42 billion yuan, with none yet profitable. Chairman Xu revealed 1.3 million retail points, a 20,000-person sales team, and 767 water sales companies, while official data showed a 2.37 billion yuan loss in water last year. The article argues the real issue is sell-through and turnover, offering three suggestions: price water affordably (380ml at 2-2.5 yuan, 500ml at 3 yuan), leverage property management as a key advantage, and drop the 'Changbai Mountain' single-source narrative to reduce logistics and marketing costs, focusing on regional markets.
曾文忠 陈行军Dealer Product Management: Mastering These Tables Makes It All Clear
Many dealers, especially traditional FMCG dealers, rarely use data management tools in their daily operations, leaving them unaware of which products are profitable, which are not, which are losing money, and which have no market potential. Even if some dealers have large business scale, good profits, professional teams for target tracking, and monthly inventory and asset checks, these are far from professional operation. With over a decade of experience in the FMCG industry, the author summarizes several data management tools to help dealers.
曾文忠 陈行军Cornered, How Can Distributors Embrace the Internet?
Internet anxiety, or mobile internet anxiety, is the most important issue facing many distributors today. Distributors were once the main channel from products to terminals and users, which contributed to the growth and prosperity of the distributor community and played an indispensable role in the rapid development of China's commercial economy. However, because most distributors are engaged in simple resale businesses and cannot participate in the design of manufacturers' distribution models, they are very passive in every iteration and change of marketing models, especially when internet marketing and mobile internet are surging and gradually becoming mainstream.
吴勇毅Resisting Manufacturer Channel Flattening: How Distributors Can Counter Manufacturers
In the process of channel evolution, manufacturers and terminals have always been dominant, while distributors are passive and relatively weak. However, most distributors are unwilling to accept this role and strive to gain equal footing. This article provides practical advice from the distributor's perspective on how to avoid being bypassed by manufacturers through channel flattening, including managing distribution networks, building strong relationships with downstream clients, and increasing the cost of replacement for manufacturers.
陆和平、 薛红伟Quick and Effective New Market Development: One Goal, Four Steps
Many salespeople feel overwhelmed when developing new markets, unsure where to start. This article outlines a four-step method for finding, evaluating, convincing, and servicing distributors, helping you navigate new market development with confidence.
代振17 Questions Salespeople Often Ask
Sales training is more challenging than general training because salespeople ask many questions that are often situational, requiring empathy and practical experience to answer effectively. This article outlines 17 common questions and answers that can help salespeople become top performers, emphasizing the importance of observation, problem-solving, and continuous improvement.
刘信峰How to Manage Distribution Channels Effectively?
The ultimate goal of channel reform is to reduce costs and improve efficiency, which can be achieved by reducing distribution links, centralized purchasing and distribution, centralized product shipment, and faster inventory and capital turnover. Based on the current situation and problems, it is imperative to effectively integrate distribution channel resources and innovate distribution channels in response to market changes. First, diversify distribution channel models. Second, flatten the distribution channel structure and shift focus downward. Finally, informatize distribution channels.
New DistributionFour Key Tasks for a New Manager
In the fast-paced world of marketing, new managers must quickly stabilize their team, understand their resources, establish clear rules, and create highlights through leveraging or creating momentum. This article outlines these four essential tasks for any new leader.
New DistributionSeven Fires for the New Official
A friend, Mr. A, worked diligently at a trading company and was promoted to department manager within three years. However, upon congratulating him, I found him haggard and dispirited, overwhelmed by challenges and coordination issues in his new role. His celebration turned into a complaint session, and he was considering resignation, highlighting the difficulties new managers face.
雷永军Three Major Issues in Terminal Management
A reader from Zhejiang Transfar Company raised three representative questions about terminal management. The author shares his views: terminals should be developed and maintained by distributors under the company's management, not directly by the manufacturer; compensation for terminal staff should be based on standardized checks of five elements including placement and display, not just sales; and terminal data should be recorded in the company system for analysis and management.
李临春A Dissenting Voice: Before Questioning Whether Wahaha's Business Model Is Outdated, Ask Yourself—Have You Ever Achieved 80 Billion in Sales?
Recent discussions across forums, WeChat, and Weibo have been rife with anxious commentary over Wahaha's 7% sales decline, as if the company were on the brink of collapse overnight and Zong Qinghou were teetering on the edge of losing his legacy. But is it really that serious? 80 billion—80 billion—have you ever achieved that? Leading enterprises move like leading stocks: the stronger the stock, the more volatile its swings; a washout is healthy. There is no stock that only rises and never falls, and likewise no company that grows every year. In the sluggish macroeconomic environment of 2014, Wahaha's sales dipped only 7%, which for a giant nearing 80 billion in scale is hardly significant.
郭成林