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 147 of 166
One Winning Move: Opening the Door to Distribution with a Plan
The key to opening the door to distribution is not hype, low prices, or a variety of promotional gimmicks, but a market growth plan that enables distributors to succeed, penetrate deeply, and sustain long-term in the regional market. The plan includes: 1. Consumption characteristics and market segmentation of the regional market; 2. Product differentiation positioning; 3. Channel profit analysis and resource allocation; and more.
New DistributionMarketing Management Personnel Series Part 6: Strategy or Details Determine Success?
This article uses the game Plants vs. Zombies as an analogy to discuss the importance of strategy, tactics, execution, and systems in marketing management. It argues that neither strategy nor details alone determine success, but rather a systematic approach that integrates all elements is crucial.
蒋军When Distributors Dump Stock, How Should You Respond?
Dumping stock can severely damage a company's market pricing and dealer confidence, forcing the company to spend money to stabilize the market. To address this, companies need both preventive and reactive measures, and must analyze the underlying causes to apply the right remedies.
毛小民Marketing Management Personnel Series (5): "Specialization" and "Profession"
This article discusses the concepts of "specialization" and "profession" in the context of marketing management, drawing on Kenichi Ohmae's book "The Professionalism" to argue that true experts are defined by their ability to solve complex problems and create customer value, not by titles or credentials. It emphasizes that professionalism must be grounded in a commitment to customers and the strategic mission of the enterprise.
蒋军Marketing Management Personnel Series IV: No One Is Irreplaceable
Some marketing managers believe they are 'distinguished' and 'irreplaceable,' while some business owners think certain individuals are 'indispensable,' leading to a psychological 'game' between managers and bosses. This article explores the strategic use of leave and threats to leave, and argues that no one is truly irreplaceable, urging both employees and employers to adopt a balanced perspective.
蒋军Net Sales: The 'Seven Rates of Turnover'
A new product's success in its promotion period depends on whether it can achieve at least three positive cycles at target outlets; similarly, a new market's development success depends on whether the main product can achieve at least three positive cycles at core outlets. If 'reorders' occur three or more times within the planned period, we can basically judge whether a product can survive in that market and whether a market can be successfully developed.
郭旭Five Swords to Break the Ice of the Off-Season
In the FMCG industry, seasonal transitions bring mixed fortunes. To avoid a sluggish off-season, distributors can wield five strategic swords: developing new customers, launching new products, intensifying promotions, extending distribution efforts, and enhancing in-store displays.
New DistributionMarketing Management Personnel Series Part 3: Don't Expect to Achieve Sales with Simple Methods
At a sales meeting, a marketing manager claimed that sales is simple and his method is 'simple selling.' While it's fine to 'despise the enemy' strategically, simple selling is not a good tactic for achieving sales goals. Often, 'simple' is not just a word; the measure is not complexity but effectiveness.
蒋军Using the Fishbone Diagram to Make Sales Clear and Understandable
Why are sales continuously declining? Why is my regional sales growth slow? These are common questions faced by regional managers. The fishbone diagram, also known as the Ishikawa diagram, is an effective tool for analyzing the root causes of such problems, helping to organize various factors logically and accelerate problem-solving.
毛小民The "7531" Rule for Developing New Markets
This article introduces the "7531" rule for developing new markets and customers in the FMCG industry, based on the author's practical experience. The rule emphasizes key time periods, essential dealer attributes, market surveys, and selecting ideal dealers.
赵荣真"Let It Go This Time" Is Not Acceptable in Management
Many managers use "let it go this time" to handle employee violations, calling it humane management, but this practice undermines institutional authority, fairness, and managerial credibility, ultimately fostering a culture of non-compliance.
毛小民Marketing Management Personnel Series Part 2: Selecting, Using, and Tolerating People
This article discusses the importance of selecting, using, and tolerating people in marketing management, emphasizing that choosing the right people is crucial for team efficiency and success. It highlights the challenges of personnel management in Chinese enterprises, where personal relationships and authority often override formal systems.
蒋军Marketing Management Personnel Series (1): What Marketing Management Concepts Should We Have?
This article discusses the marketing management concepts that marketing professionals should adopt, criticizing common practices such as focusing solely on results and short-term gains, and advocating for a balanced approach that includes managing demand, guiding and creating demand, maintaining a competitive perspective, and achieving comparative competitive advantage rather than overall superiority.
蒋军The 'Slow Three, Fast Four' Principle for Regional Market Promotions
Promotions, including advertising, sales promotion, personal selling, and public relations, are crucial in marketing. Modern theory has shifted to 'communication,' but the goal remains sales promotion, differing only in orientation (product vs. consumer). This article outlines the 'Slow Three, Fast Four' principle for designing and executing effective regional market promotions.
陈永伍Key Points for Sales Personnel's Annual Work Planning
This article outlines the key points for sales personnel's annual work planning, covering target setting and decomposition, market layout, overall market strategy, budget, organizational structure, marketing mix, and execution and evaluation.
蒋军Sales: Results Matter, but Process Must Be Managed!
This article argues that when a sales team lacks execution, the fault lies primarily with their managers, not the frontline staff, due to the common mantra of 'only results, not process.' It emphasizes that sales managers must supervise the execution process, not just demand outcomes, and offers practical advice on improving process control and execution skills.
李政权How Should Distributors Handle Supermarket Return and Exchange Requests?
A food distributor seeks advice on dealing with supermarkets' strict return policies for products older than three months. The response suggests proactive prevention and process control, including analyzing store sales data, adjusting performance metrics for sales staff, reviewing orders for anomalies, and negotiating return terms in contracts.
卜凡Regional Manager Market Operation Skills Essential Manual Part 4
This chapter discusses the selection of distributors, a crucial task for market managers. It categorizes distributors from various perspectives, highlighting the pros and cons of each type, and emphasizes that the choice depends on market conditions and brand strength.
方刚Wei Qing: Management Issues for Sales Supervisors
This article discusses common management problems faced by new sales supervisors, such as understanding management, motivating staff, executing strategies, and building effective teams. It offers practical solutions based on the author's years of experience, emphasizing the importance of leadership, communication, and continuous learning.
魏庆Standardized Operations for Distributors: The Basic Law of Internal Management
Distributors are a crucial link in the commercialization of products, serving as strategic pieces for manufacturers and indicators of product success for retail outlets. For distributors themselves, the ability to develop rapidly, adapt to market dynamics, and operate in a standardized manner is fundamental to their growth and success. Internal management is the most basic aspect of standardized operations, and this article discusses the establishment and execution of internal management systems, including behavioral norms, reward and punishment systems, attendance policies, and business standards.
侯军伟Regional Manager Market Operation Skills Essential Manual Series Part 2
This chapter focuses on regional market survey and inventory, emphasizing the importance of knowing yourself and your competitors. It provides methods to estimate market capacity, analyze competitor sales, identify main consumption venues, and understand product structures, among other key indicators.
方刚How to Prevent Core Team Members from Leaving After the Spring Festival?
After the Spring Festival, employee turnover, especially among core team members, can severely impact businesses, particularly SMEs. This article analyzes common causes of post-holiday resignations and offers practical strategies for employers to understand and retain their key talent.
林俊How New Salespeople Can Effectively Transition into Managing Distributors in the Early Stage
The transition from a grassroots route salesperson to a distributor manager is a critical and challenging step in a salesperson's career. Newcomers often struggle because they lack experience in handling manufacturer-distributor relationships. The key is to stay humble, focus on practical actions, and gradually integrate into the distributor's team and market, rather than trying to appear authoritative or knowledgeable.
刘雷Blitz Tactics: The Clever Application from Military to Marketing
The article draws parallels between military strategy and marketing, advocating for the adoption of 'blitz tactics' in holiday marketing campaigns. It outlines principles of precision strikes and surprise attacks, and provides ten tactical models for businesses to achieve decisive victories in competitive markets.
李志起