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Marketing Supervisor: How to Communicate with Key Distributors
Marketing supervisors often need to establish contact and communicate with key distributors at appropriate times. However, since distributors are normally visited by sales representatives, supervisors must pay attention to specific matters when interacting with them. How can supervisors control most of the market by managing the 20% key distributors? Key distributors have a different mindset compared to regular ones, and supervisors may feel cautious when dealing with them.
谭长春Marketing Supervisor: How to Manage Sales Staff?
A marketing supervisor managing sales staff effectively has no fixed rules, but there are basic principles to follow. Based on group discussions among experienced sales managers, this article summarizes key principles and measures for managing salespeople, emphasizing fairness, motivation, training, and supervision.
谭长春Marketing Executives: How to Excel at Product Merchandising Display?
A regional sales manager requested expert training for field staff serving distributors, prioritizing product display and merchandising. Effective merchandising can boost sales by over 30% and is crucial for influencing consumer choice at the point of sale.
谭长春4 Steps and 3 Directions to Double Marketing Performance
Most Chinese companies' marketing management is not yet mature. By applying PDCA to marketing management and continuously optimizing each point of the management process, companies can achieve qualitative and quantitative improvements, leading to a competitive advantage. Success is the result of a model, and a model is the result of thought.
陈小龙Sales Manager Discussion: How to Handle Low Repeat Purchase Rate After Product Launch?
New products often face low repeat purchase rates after launch, which may not mean consumers reject them but that they haven't been reached. This article discusses strategies such as effective communication, adjusting price systems, strengthening distribution, countering competitor attacks, and organizing themed activities to improve product turnover.
谭长春Marketing Supervisor: How to Assist Distributors in Joint Market Management?
This article discusses how sales representatives can assist primary distributors in managing downstream customers, emphasizing the establishment of visit systems, management tools, division of labor, and collaborative group efforts to enhance channel efficiency and competitiveness.
谭长春How Can Salespeople Develop Market Sense?
This article discusses how salespeople can develop market sense, emphasizing the importance of daily accumulation, professional habits, maintaining a good mindset, and combining theory with practice. It uses examples and insights from industry leaders like Zong Qinghou to illustrate that market sense comes from deep immersion in the market and systematic thinking.
蒋军Sixteen Ways to Boost Sales After the Spring Festival
After the Spring Festival sales peak, many companies face a sharp decline in sales. This article offers sixteen practical methods to maintain good sales performance during the post-festival off-season, including integrity, motivation, promotions, and new market development.
艾育荣Marketing Executives: What to Do When Employees Say New Product Prices Are Too High?
Companies want to launch new products, but salespeople fear them. Why? Although new products can increase sales, companies also raise sales targets, and salespeople must do pre-launch market research and follow the instructions of marketing staff who never visit the market. This article discusses strategies for salespeople to handle high-priced new products, such as broad distribution, developing visit guides, finding selling points, securing distribution policies, and adding value.
谭长春How to Respond Calmly to Special-Price Promotions That Disrupt Pricing?
Special-price promotions in supermarkets can disrupt product pricing and harm mature markets. This article advises FMCG distributors and manufacturers on preventive measures, proactive communication with retailers, and strategic responses to turn these promotions into opportunities rather than threats.
赵传平Marketing Executive: What to Do When Distributors Refuse to Deliver Orders Taken by Sales Reps After Deep Distribution?
This article addresses the common issue where distributors refuse to deliver orders obtained by sales representatives under a deep distribution model, causing terminal dissatisfaction and potential loss of sales. It suggests that the problem usually stems from communication issues, distributor's own problems, or terminal-related issues, and provides solutions for each scenario.
谭长春POP: Tempting You at the Point of Sale
POP (Point of Purchase) advertising captures customers' psychological weaknesses and uses compelling copy to highlight product features and benefits, acting as a 'second salesperson' to stimulate impulse buying. Effective POP can increase attention, guide consumers through the purchasing process, and boost terminal sales.
赵传平How to Achieve Low-Cost Rapid Breakthroughs in FMCG Catering Outlets
Traditional catering channel operations rely on blanket or selective visits to core restaurants. In China, Knorr was among the first to hold chef promotion events, costing 30,000-50,000 yuan each, while a private competitor raised costs to 170,000 yuan per event. As costs rise and effectiveness wanes, a medium-sized condiment company sought a more economical approach, leading to the development of a 'Catering Outlet Sales Activation Plan' using cloud computing and a scratch-card points system, which successfully drove sales and expanded their catering customer base.
陈小龙Marketing Director: Want to 'Cut' a Major Distributor but Fear Market Impact? Here's What to Do
This article discusses how to handle the termination of a major distributor's rights without damaging the market. It provides a case study and five steps, including forecasting sales, using company resources to dismantle the distributor's base, reassigning sales areas, increasing terminal promotions, and investing in consumer promotions, as well as additional strategies like setting up temporary offices, transforming the old distributor's role, or relocating them to new markets.
谭长春How to Solve the Problem of Unsold Products at the Terminal?
In FMCG sales, it's common for products to quickly gain distribution and shelf placement through promotions, only to become unsold and delisted from key accounts later. This article analyzes the root causes of terminal unsold inventory and provides practical solutions to turn slow-moving products into bestsellers.
New DistributionHigh-Price Competition: The Precipice Is Actually a Smooth Road
This article argues that high-price strategy, not low-price competition, is the key to success for brands facing dominant competitors or market saturation. Drawing on years of consulting experience, the author illustrates how premium pricing enables resource integration, consumer value creation, and market differentiation, citing examples like Matsushita, Shui Jing Fang, and Virgin.
曾祥文Supermarkets Have Changed, What Should Distributors Do?
As supermarket enterprises enter a crisis, distributors face significant operational risks. Suppliers have experienced a shift from difficult business and declining profits to high risks in the supply chain transformation driven by the rise of chain retail. Some distributors even say, 'Doing business with supermarkets is seeking death, while not doing so is waiting for death.' Facing high costs and increasing risks from supermarkets, how can distributors make structural adjustments to survive this crisis?
New DistributionAdvice for Aspiring and Current Sales Professionals
After 12 years in sales, the author reflects on his journey and offers heartfelt advice to those in the field. He emphasizes managing personal life and emotions, self-awareness, defining one's value, and understanding the nature of sales as a results-driven profession.
New DistributionHow Traditional Distributors Can Evolve into Modern Distributors
Distributors play a crucial role in enterprise marketing, but as China's economy matures and the internet develops, the traditional distribution environment is changing. Facing shrinking territories, reduced power, and thinner profits, traditional distributors must undergo three modern transformations—channelization, corporatization, and branding—and plan their careers in three five-year phases to evolve into modern distributors and survive.
邹文武Distributors Talk: How Can Distributors Effectively Transform in the New Year?
Distributors may want to transform themselves during market changes, but is the distributor issue the manufacturer's biggest concern? No, manufacturers ultimately care about whether their products can be sold continuously and payments collected promptly. Therefore, as downstream entities in the product sales chain, distributors must recognize and solve problems that arise from mismatches with manufacturers and the market.
谭长春Making Good Use of the 'Other People's Child'
The article discusses the concept of the 'other people's child' as a metaphor for using exemplary models or benchmarks in business, particularly in FMCG distribution. It emphasizes the power of demonstration and fact-based persuasion to win over clients and drive market success.
单弘Discussing the Predicament and Way Out for Traditional Enterprises in the Internet Era - The Predicament
In 2014, the traditional FMCG industry faced unprecedented pressure from the Internet. Many enterprises are only at the stage of 'from nothing to something' in their attempts to go online, and few dare to undergo radical self-transformation. The deep reasons for this superficial innovation are rarely discussed, but can be summarized in four points: uncertainty about the future, resistance from internal vested interests, lack of professional talent, and organizational structures unsuitable for new models.
赵波How Bosses Should Walk and Observe the Market
Bosses who like to walk the market tend to succeed, but as companies grow, many bosses become detached from the front lines. This article outlines common mistakes bosses make when visiting markets and provides guidance on how to do it effectively, emphasizing preparation and discovering innovation.
梁胜威How to Improve the Effectiveness of Distributor Team's Market Coverage?
This article discusses how to improve the effectiveness of new product distribution through distributor teams. It emphasizes the importance of motivating the distributor's sales team, setting clear standards and incentives, and actively participating in the field to ensure successful market coverage.
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