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How Should Salespeople Respond to Distributors' Challenges?
Every marketer new to the industry finds it challenging to deal with clients, often feeling overwhelmed. Based on personal experience, the author shares marketing insights to inspire those pursuing a career in marketing. The article addresses common distributor objections, such as product packaging, fragrance, pricing, distribution support, and sales assistance, offering practical responses and analyses.
童庆德Seven Misconceptions in Sales Management Explained
Sales managers face a tough job, often blamed when sales falter, and their work becomes harder when they cling to seven outdated misconceptions about sales management. This list, from management guru Ray Williams, highlights these fallacies, such as prioritizing numbers over activities, believing managers must have all the answers, and treating quotas as motivational tools, among others.
江猛Bosses Should Not Be 'Mr. Three-Pats'
A friend who is a marketing VP complains that his boss arbitrarily sets sales targets, like doubling from 50 million to 100 million, without justification, forcing him to sign an impossible agreement. Another friend, a marketing manager, quits because his boss repeatedly rejects his proposals, leaving them 'full of holes.' These bosses are typical 'Mr. Three-Pats'—making decisions by patting their heads, making promises by patting their chests, and then patting their backsides to leave. The article advises bosses to avoid this by improving communication, integrity, professionalism, strength, and delegation.
New DistributionTeam Procrastination: How to Overcome It
Teams often set goals, but many are abandoned or fizzle out. The biggest problem is that goals are often stated in vague terms without necessary execution details. By using "if-then" planning, teams can significantly improve execution and overcome procrastination.
海蒂•霍尔沃森Ten Key Points for Optimizing Product Portfolio
For distributors in the growth stage, optimizing the product portfolio is a crucial front-end control measure that can prevent many management risks in channel, cash flow, team, and financial management. To achieve this, distributors must consider ten key aspects covering internal management improvement, financial operation enhancement, and coordination of channel relationships.
刘卫华For 'Wahaha and Co.' to Survive in the Internet Age, It's Time to Get Tough
Over the past 30 years, China's FMCG giants built hierarchical channel models that outcompeted rivals. Now facing the ceiling of product surplus, these advantages have become liabilities. In a saturated industry, is there still a chance for those relying on numerous distributors?
杨江涛／王金卫Regional Markets: How to Drive Sales from Sales Representatives
With the development of the food industry and intensifying competition, many food companies are adopting a 'deep distribution model' to achieve comprehensive competitive advantages in regional markets. The success of this model depends on the company's own marketing resources and capabilities, with the quality, management, and execution of channel members—especially terminal sales representatives—directly determining regional sales volume. This article addresses three key issues: low quality and skills of terminal sales reps, skipping small stores and missing visits, and focusing only on best-selling products while neglecting new product promotion.
师顺宽Why Integrated Marketing Is Crucial for Startups
Many startups, when planning their brand/marketing strategy, often suffer from a 'headache-heal-head, foot-heal-foot' approach. For example, they rush into social media marketing (symptom: quickly opening a WeChat official account) without any brand positioning or clear marketing goals. I suggest entrepreneurs carefully study 'integrated marketing' because startups have the 'perfect timing, location, and people' for it. The core of integrated marketing includes being customer-centric and aligning with the company's overall strategy. These two points are often difficult for large companies to achieve or implement with great difficulty. In large companies, 'customer-centric' often becomes 'boss-centric'; brand is optional; and marketing is disconnected from business strategy. I believe no startup wants to go down that path.
@小圈梨Three Ways to Pitch Yourself in 30 Seconds
When writing your own script, ask yourself these questions, and you can also use your own story to impress others and stand out from the majority who just take it and go. People often think that the "elevator pitch" technique is used when you interview for a new job or seek funding for a new project. However, the "elevator pitch" is no less important after you get the job than when you were job hunting. In fact, when you are already in a high position, or have won the support of investors, and frequently interact with senior colleagues or important clients, those 30 seconds that explain who you are...
朱迪•格力克曼Eight Marketing 'Hustle' Secrets Never to Be Told
After years in business and dealing with countless clients, we often ask ourselves how to find a place in such a competitive market and truly win over customers. Besides good service and reputation, communication plays a huge role; sometimes it's not the product or price, but our marketing approach—or rather, our lack of 'hustle.' This article summarizes eight key 'hustle' secrets for marketing planning, emphasizing that while 'hustle' is a means, it must never betray the bottom line of conscience and truth.
New DistributionWhat Other Tricks Are There in the Off-Season?
Life must go on, whether for best-selling brands or non-best-selling ones, the off-season is always tougher. Are there any tricks to make this off-season under the financial crisis more bearable? First, even if business is slow, marketing personnel cannot rest. Only the thought of an off-season exists, not an off-season market. This is a phrase experts use to fool manufacturers. The off-season is indeed the off-season. If the baijiu industry truly had no off-season, industry sales revenue would increase by at least one-third, if not double. We admit the off-season, but that doesn't mean it's time to rest.
唐江华Sales Personnel Growth: Regional Market Channel Management
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', they can advance or retreat, supporting the survival and growth of the enterprise. Classic marketing textbooks tell us that the main contents of marketing channels include: channel design, channel structure, channel selection, motivation, evaluation, channel conflict resolution, channel management, optimization, channel promotion, etc. In terms of channel management alone, it includes five major aspects: the first aspect...
蒋军26 Refusal Reasons and Response Scripts for New Product Distribution
How to get new products to the terminal and meet consumers is key to successful new product launch. Based on new product promotion experience, I summarize common communication skills and methods as follows, hoping to serve as a catalyst: 1. Store owner: This new product is not the best among your products, why should I stock it? Distributor: Boss, not every product is the best in its category, but each tier has its corresponding consumer group, and each of our products can truly bring profit growth. Just like cars, some people ride Mercedes, but aren't there still people riding Santana? And it's undeniable that more people ride Santana than Mercedes.
New DistributionOff-Season Adjustments: Building Channel Advantages
The so-called advantage is competitiveness compared with rivals, and advantageous channels refer to those that are more competitive. For beer companies, off-season adjustments are key to building such channels. As the marketing environment changes, companies must adjust their strategies to stabilize and strengthen their channels for future competition.
丁永征4 Steps and 3 Dimensions to Build an Ironclad Marketing Team
Most Chinese enterprises' marketing management is not yet mature. By applying PDCA to marketing management and continuously optimizing each point of the management process, these points—independent yet part of a whole—can undergo qualitative and quantitative changes, elevating management to a higher level and achieving competitive advantage. Success is the result of models, and models are the result of thought; therefore, by consistently using PDCA, even amid drastic changes in the business environment, new and more suitable models will surely be found.
陈小龙Mastering Inventory Management for a Lean Journey Forward
Inventory management is the most fundamental aspect of sales work and a prerequisite for successful sales. This article, using Shuanghui alliance partners as an example, shares practical insights on how to achieve effective inventory management, including scientific weekly order forecasting, strict adherence to management systems, maintaining reasonable customer inventory levels, ensuring product freshness, expanding terminal channels, and increasing promotional efforts to clear slow-moving stock.
张备战Standard Action Breakdown for FMCG Operations in County, Township, and Village Markets
Before takeoff, flight attendants always instruct you to put on your own oxygen mask first before helping others; similarly, in FMCG operations, only after ensuring capital liquidity can other matters be valuable. The potential sales in county, township, and village markets are tantalizing, but they come with hidden traps, making it difficult to find the balance between investment and return.
New DistributionTerminal Upgrade: From Terminal Sales to Customer Management
Terminal work has focused on sales, leading to homogenized terminal tactics and declining effectiveness. To break through, companies must innovate by returning to the marketing principle of customer centricity, shifting from terminal sales to customer management.
王荣耀Business Growth and Organizational Development Must Go Hand in Hand
Case: Li Bin, a sales supervisor at an FMCG company producing instant noodles and beverages, was promoted to regional supervisor after turning a struggling market into a company model market through three years of hard work and strategic thinking. However, his new region was a blank market with huge potential but required organizational development. Li Bin quickly developed the market, even signing three clients in one month, but as his team grew to twelve people, sales became unstable and even declined, leaving him confused and frustrated.
崔自三Good Performance Is Not About What You Sell, But How You Sell
A story about a cat and fish illustrates that sales success depends on how you present your product, not just its attributes. The FAB sales method—Feature, Advantage, Benefit—should be applied strategically, considering the customer's personality, experience, and spending power, to effectively communicate the right selling points.
New DistributionA Sales Manager's Work Insights
Managers don't necessarily have to be stronger than their subordinates; they should respect, trust, and delegate, while maintaining principles and systems. Effective management relies on clear goals, sound systems, and team quality to ensure execution.
蒋军From Practice to Theory: The Cultivation of a Regional Manager
A story about two monks, one poor and one rich, both wanting to travel to the South Sea, illustrates the difference between over-planning and decisive action. As a regional manager, the author realizes that success requires not just ambition but also comprehensive management skills, market insight, professional expertise, and leadership ability.
薛家海How to Deal with Price Wars?
Price wars are a very important marketing tool for modern enterprises. Using price leverage reasonably in market operations to implement effective market competition is a key part of corporate marketing strategy. On the other hand, frequent 'price wars' are abnormal competitive means that violate market and economic laws, often leading to severe losses or even business failure. The root cause of 'price wars' lies in oversupply, product homogeneity, and lack of differentiation among manufacturers.
王效斌One Meter of Shelf Space: The Battle for Comprehensive Shelf Management
This article, originally a work summary from the author's time at Wanweike, the Chinese subsidiary of US meat giant SFD, offers valuable insights for shelf management in the condiment and broader FMCG industries. It was published in the 2004 fourth issue of Sales and Market (Channel Edition) and has remained relevant for over a decade, with readers reporting successful application of its methods.
陈小龙