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Management & Methods articles
管理/团队/方法论
Browse 3961 New Distribution articles about Management & Methods.
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3961 articles · Page 141 of 166
10 Books, 10 Concepts, and 1 Themed Sharing Session You Must Go All-In On for Communities
This article is a comprehensive guide for marketers on building and managing brand communities. It provides a curated list of 10 essential books, explains 10 key concepts, and shares two real-world case studies (Jiangxiaobai and Funiu Tang) to illustrate practical community operations.
New DistributionHow to Get a Grip on the 'Achilles' Heel' of Secondary Distributors
This article categorizes secondary distributors (二批商) into three types—circulation-based, channel-based, and terminal-based—and provides eight systematic methods for manufacturers and primary distributors to manage them effectively, including planning distribution structures, controlling shipment prices and rhythms, and stabilizing them during competitive threats.
史贤龙Planning in the Tent, Winning a Thousand Miles Away: A Brief Analysis of Dynamic Table Management
Sales tables are essential management tools, but they often fail to deliver real value due to delayed reporting and lack of follow-up. This article proposes a dynamic table management system based on 'three timeliness and one depth' to monitor business execution, improve market responsiveness, and ultimately drive performance and profit.
张势之Three Principles, Four Supervisions, Five Dos, Eight Key Points: A Practical Manual for Distributor Teams in Township Distribution
With a rural population of over 900 million out of 1.3 billion, China's rural market holds immense potential. Following the strategies of 'building teams, setting standards, creating models, and ensuring implementation,' this article shares a practical case of township market development, including team building, the 'Eight Key Points for County and Township Market Development,' and supervision methods.
郭子涵Distinguishing "Cannot Do" from "Will Not Do" in Marketing Execution
In marketing practice, many managers habitually use pressure to boost team efficiency, constantly asking subordinates "Why didn't you do...?" without caring about the real reasons. Often, the cause is that subordinates "cannot do" rather than "will not do." The author argues that if a marketing manager overly relies on pressure management and ignores the reasons behind "not doing," failing to recognize "cannot do" from "will not do," it will lead to serious side effects in management.
JasonMastering the Terminal to Win the Old Market
The rapid development of an enterprise requires sustained profits from successful markets to support the development of new strategic markets, forming a virtuous cycle. While much has been written about developing new markets, maintaining old markets is often overlooked. This article discusses how to manage and develop terminals in mature markets to sustain profits and competitiveness.
冯启Brand + Advertising + Distribution + Promotion + Display = No Sales, What to Do?
In our consulting practice, clients often ask why a marketing model, strategy mix, or operational plan that succeeded in Market A fails in Market B, why past successes no longer work, and why sales remain stagnant despite increased investment. Based on our experience, such problems generally stem from three levels: strategic and positioning errors, core strategy and mix deficiencies, and execution failures.
程绍珊Methods of Sales Process Management
After a company sets its sales targets (including sales volume, gross profit, increasing sales outlets, and full payment collection), the key to achieving these targets lies in two aspects: first, the sales manager must specifically and meticulously break down these targets to salespeople and distributors, and coordinate with sales and promotion plans to help them achieve monthly, quarterly, annual, product-specific, or region-specific sales goals. Second, the sales process must be tracked and controlled to understand the dynamics and progress of daily sales work, and to promptly identify and resolve any anomalies or problems in sales activities.
王荣耀Prevention Methods for 'Short-Dated Products' in Supermarkets
At the end of each month, before supermarket inventory checks, food and beverage salespeople are often the busiest in the store, handling returns and exchanges of damaged and short-dated products. Behind sales growth, many supermarket operators face the thorny issue of 'short-dated products,' defined as products that have passed two-thirds of their shelf life. This article discusses the impact of short-dated products and provides preventive measures in daily work.
张岿Promoting New Products Is an Effective Way to Achieve Incremental Growth
How to accomplish next year's sales targets? Where does incremental growth come from? The specific methods depend on the actual situation of the enterprise, but the most common incremental method is to promote 'new products'. How to define new product development? There are three types of 'new products': the first type is 'new products' relative to regional markets, i.e., old products entering new markets. The second type is 'symbolic new products', which are not really 'new products' but existing products with slight adjustments in packaging, specifications, claims, price, or distribution channels to make them appear new. For example, Coca-Cola's beverages have not changed, but it continuously launches new packaging to give consumers a fresh feeling, which is a symbolic new product. The third type is truly new products. In fact, most new products encountered in marketing are the first and second types, with the third type being rare.
尚阳The "Three Axes" of Daily Management for Marketing Teams
There are many methods and tools for managing a marketing team, such as daily management, performance assessment and incentives, communication and interaction, and mindset cultivation. Among these, the author believes that daily management is the cornerstone for the smooth implementation of other management tasks. As the saying goes, 'A tall building rises from the ground.' The more fundamental the daily management, the more it relates to the growth of the entire marketing team. It can be said that a marketing team's learning and exchange, mindset adjustment, information feedback, clarity of priorities, and work deployment are basically accomplished through daily management activities.
徐应云Distributors: What Should a Boss Be Busy With?
In training distributors for many companies, the author often hears distributor bosses complain about being too busy, having incompetent subordinates, and struggling to recruit and retain talent. However, the author has also met larger distributors who act like 'hands-off bosses,' managing only a few core people and spending time on strategic planning and exploring new opportunities. The key difference is that excellent distributors earn through intellect, while ordinary ones exhaust themselves physically. This article advises distributors to clarify their roles at different stages—being hands-on during startup, acting as a coach during growth, and becoming a manager during scale-up—to avoid being a 'three-mang' (busy, confused, and blind) distributor.
崔自三Terminal Sales Reps' 'One-Move Defeat' Selling Method
Imagine meeting an old friend, classmate, or neighbor you haven't seen in years. After shaking hands, you blurt out, 'I'm now in multi-level marketing and selling insurance; I want to sell you a product...' Before you finish, they're gone. Real insurance agents and MLMers aren't that foolish; they don't start by selling. They first show concern and tell you benefits—like MLM can make you rich, or insurance means your wife gets rich after you die. The professional term for 'benefits first, then selling' is...
魏庆Fifty Differences Between the Marketing Department and the Sales Department
The author, a marketing practitioner and researcher, addresses common questions about the differences between marketing and sales, and the frequent conflicts between the two departments. Drawing on years of experience in both roles, he outlines fifty distinctions, emphasizing that marketing focuses on long-term strategy, consumer psychology, and brand building, while sales focuses on short-term results, immediate transactions, and revenue collection.
New DistributionWhat to Do When Prices Can't Go Any Lower?
In today's fiercely competitive consumer market, product homogenization is increasing, competitors are multiplying, prices are becoming more transparent, and merchants' tactics to attract consumers remain unchanged—comparing services, concepts, promotions, and even deception. However, consumers are becoming more rational and adept at comparing options, leaving many salespeople feeling helpless as customers can no longer be easily persuaded or deceived, forcing them to focus on price. This article uses computer sales as an example to explore strategies when prices have hit rock bottom.
刘连喜How Can Distributors Retain Their Top Sales Talent?
For distributors, attracting and retaining top sales talent is challenging, as top performers often prefer integrated supply chain companies and may leave to start their own businesses or join competitors. This article explores strategies such as emotional engagement, alternative career paths, delegation of authority, profit-sharing, and adjusting compensation structures to retain these key employees.
New DistributionSales Personnel Growth: How to Select Products and Product Mix
Many say sales personnel have little say over products, unable to decide development ideas or make decisions, selling whatever is available. On the surface, this seems true, but in reality, product updates, new product launches, and mix are largely influenced by regional sales personnel. Once a new product launch fails or product mix and updates go awry, the market can face major or even fatal problems. A market I often cite is a case in point: when products have issues, other efforts are futile.
蒋军How to Survive the Off-Season for Instant Noodles
Summer brings opportunities for some products like water, beverages, and beer, but poses challenges for instant noodles and biscuits. This article offers strategies for instant noodle manufacturers to maintain and boost sales during the summer off-season, including shifting channel focus, adjusting packaging, motivating distributors, and leveraging secondary wholesalers.
New DistributionDealer Loophole Management Series: Warehouse Management
During a visit to a dealer, the author witnessed expired products being discovered in a small warehouse, highlighting severe warehouse management issues. The article presents two case studies and a sample workflow to illustrate how dealers can integrate warehouse management with sales activities to prevent losses.
张势之Detailed Management of Regional Market Channels
Building key regional markets has become a consensus in corporate marketing, and forming regional advantageous markets is the only way for many small and medium-sized enterprises to concentrate superior resources against big brands. With a 'base area', enterprises can advance or retreat, supporting their survival and growth. This article details the five major aspects of channel management in regional markets.
New DistributionThe Prerequisite for Effective Sales Management: Learn to Help Your Distributors Make Money
When faced with a distributor who lacks strength and refuses to cooperate, the best management approach is not to replace them but to help them make money. This article analyzes the reasons for distributor non-cooperation and provides methods for effective distributor management, emphasizing that helping distributors profit is the key to solving management issues.
刘连喜Major Marketing Mistakes Managers Often Make
Management focuses on facts, marketing focuses on perceptions. Management believes changing reality changes perceptions, but marketing knows changing perceptions is the hardest task. The key is to build a brand in the mind, not just improve products.
New DistributionTraditional Enterprises Must Adopt a Grand E-commerce Strategy for O2O
Traditional enterprises must shift from platform-dependent e-commerce to a comprehensive customer management system. By integrating all consumer touchpoints and leveraging CRM, they can break free from the high costs and limitations of platforms like Taobao, turning customers into assets and achieving sustainable growth.
New DistributionA Simple, Practical, and Efficient Method for Quantitatively Assessing Distributors
Assessing distributor performance is a crucial part of channel management that manufacturers cannot afford to ignore, as it helps them reflect on the past and plan for the future. Neglecting distributor assessment can lead to a loss of control over distributors, making it difficult to identify channel problems and leaving the manufacturer at a disadvantage. This article explores a simple, practical, and efficient quantitative assessment system for distributors, covering assessment indicators, weighting methods, and practical examples.
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