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How Should Distributors Survive in 2015?
As 2014 comes to an end, many distributors find that after deducting personnel, operating, and management costs, their profits are minimal. With intensifying market competition and slowing economic growth, distributors face pressure from both manufacturers and terminal clients. To survive in 2015, they must focus on strategic planning, continuous learning, management improvement, channel maintenance, product structure optimization, and inventory management.
师顺宽Learn to Gauge a Distributor's Management Capability by Looking at Their Warehouse
Marketing veterans often tell newcomers that sales management is simply about managing your inventory, but many marketers and channel customers fail to grasp this truth. The author regularly uses inventory checks and analysis during customer visits and market inspections to evaluate sales staff performance and customer management capabilities, arguing that warehouse management is a microcosm of customer management and a key window into their abilities.
李刚国How to Handle Near-Expiry Products as the New Year Approaches?
Consumers are increasingly concerned about food expiration dates, leading to hesitation when purchasing near-expiry items. Distributors should focus on prevention, but when near-expiry products do occur, they can use strategies like special pricing, buy-one-get-one offers, free samples, group buying, and using them as prizes or sponsorships, each with its own advantages and considerations.
New DistributionThree Effective Methods to Persuade Distributors
Manufacturers and distributors are both partners and adversaries. Salespeople often struggle to persuade distributors to focus on their products. This article presents three practical methods: using facts, using data, and maintaining the right attitude.
梁胜威The 1.5x Principle of Inventory Management and Inventory Turnover: Don't Tell Me You Really Understand
Sales personnel must master inventory management knowledge and skills. This article elaborates on two aspects: the 1.5x principle and inventory turnover, providing detailed steps and techniques for effective inventory management.
詹居臻How Nongfu Spring's Parent Company Once Set a Trap for Wahaha
This article discusses a marketing tactic where a weaker brand provokes a stronger competitor into a public dispute to gain attention and market share, using Nongfu Spring's 2000 campaign against Wahaha as a case study, and warns that such tactics require solid product quality to succeed.
李政权Personnel Management: The Core Issue Restricting Distributor Development
This article discusses the main problems in personnel management among FMCG distributors, including lack of effective time management, workflow management, financial audit management, and communication with sales staff, leading to high turnover and inefficiency. It proposes solutions such as enhancing work enthusiasm, implementing market management measures, changing management concepts, and building corporate brand to attract talent.
李刚国How to Revitalize Old Products? Transparent Prices, Shrinking Margins, and Reluctant Retailers—What to Do?
When a company's main product transitions from maturity to decline, it faces a sales growth bottleneck. The key is to find new marketing strategies and techniques that can help achieve higher growth and boost the product's momentum to consolidate the existing market. Therefore, revitalizing old products and injecting fresh vitality into them is one of the essential strategies for a company to remain unbeaten in the market. As is well known, old products generally face challenges such as overly transparent pricing, price chaos, varying retail prices across stores, relatively low profit margins at all channel levels, channel disorder, and frequent cross-regional selling.
New DistributionItem Category Management: A Bottleneck for Distributor Development
As markets mature and retail terminals grow, distributors must evolve into specialized category distributors, yet many find profitability stagnant due to neglect of item category management. This article explains the importance, content, and implementation of item category management to help distributors break through development bottlenecks and enhance competitiveness.
New DistributionHow to Increase Sales in BC-Class Stores? Five Practical Methods
This article provides five practical methods for FMCG distributors to increase sales in BC-class stores (small, independent retailers). These methods include helping stores organize displays, building strong relationships with store staff, selecting the right products for each store, implementing special sales promotions, and concentrating resources on key stores, brands, and products.
梁胜威The Thirty-Six Stratagems: Sales Negotiation Leverage
This article introduces the Thirty-Six Stratagems and applies three of them—Besiege Wei to Rescue Zhao (intelligence), Repair the Road by Day, Sneak Through Chencang at Night (timing), and authority—to sales negotiations, illustrating how distributors and dealers can use intelligence, timing, and authority as leverage to gain advantages in business negotiations.
New Distribution7 Days to Master Micro-Marketing ➎
This article is the fifth in a series on micro-marketing via WeChat. It emphasizes that to make money, you must first build an audience, and explains how to match products with target audiences by understanding their needs and creating value through packaging and touchpoints.
零一Nine Suggestions for Leading a Strong Sales Team
This article offers nine practical suggestions for sales managers to effectively lead their teams, covering aspects such as leading by example, fairness, capability assessment, setting standards, goal setting, talent development, healthy competition, follow-up and coaching, and team activities. The advice aims to help managers build a motivated and high-performing sales force.
郑洪斌The Unstoppable Sales Vanguard: A Breakdown of 42 Actions in the Professional Store Visit Process
This article details the 42 specific actions that make up a professional store visit process for FMCG sales representatives, from preparation and self-introduction to in-store observation, shelf management, presenting objectives, and administrative follow-up. It emphasizes the importance of disciplined execution of these basic actions to achieve sales success and outperform competitors.
New DistributionHow Would You Write a Perfect Resume in 30 Words?
The article reflects on the tendency to dismiss others' achievements as impossible or illegitimate, only to realize that such judgments stem from our own lack of effort. It recounts a job interview where a 30-word personal statement was required, leading to a profound lesson about the power of trying.
New DistributionThe Eighteen Skills of a Regional Manager
This article discusses the challenges faced by regional managers in the FMCG industry, using the parable of two monks to illustrate the need for planning and capability. It outlines essential skills such as market planning, professional expertise, leadership, psychological resilience, coaching, and motivation, emphasizing continuous learning and adaptability.
New DistributionNew to the Industry: Where to Start?
This article offers guidance for newcomers to marketing, emphasizing the importance of understanding the industry, building relationships, mastering operational processes, aligning with corporate culture, and improving marketing skills.
陈志平How to Set Annual Goals When There Is No Data?
A reminder: Click the up arrow to follow "FMCG Distributor Professional Consulting" for more marketing and distributor internal management content. Often, sales plans that seemed certain turn out to be unrealistic or presumptuous upon evaluation. Indeed, with the changing market environment, setting sales targets has become increasingly difficult: setting them too high can demoralize the team and misallocate resources, while setting them too low can miss market opportunities and leave you regretting that you could have done better.
钟山君子What Should Sales Managers Do at Year-End? -- Zero-Distance Market Self-Inspection
As the year draws to a close, it's time for review and reflection. Beyond routine annual reports and plans, regional managers should conduct a deep self-inspection of their market management. This article outlines a step-by-step self-check from basic mistakes to advanced strategic thinking, covering areas such as channel management, price control, and new product promotion.
魏庆Strategies and Techniques for Developing the Campus Channel
According to relevant data, there are 18.488 million college students and 227 million primary and secondary school students in China, aged 6 to 28, who are the backbone of beverage consumption. Taking college students as an example, excluding tuition and fees, their average annual expenditure is 4,000 yuan per person, representing an 80 billion yuan market. Therefore, it is said that 'those who win the campus win the future, and those who win the future win the world.'
李庆华Nine Disciplines to Break Through Your Sales Bottleneck
With over a decade of sales management experience in the FMCG industry, the author emphasizes that breaking through sales bottlenecks requires mastering nine key disciplines, including market planning, product coverage, channel construction, terminal performance, competitive information analysis, distributor service and management, team execution, career planning, and continuous learning.
朱丹蓬Development and Management of the Baijiu Market in Townships and Rural Areas
This article discusses the development and management of the baijiu market in township and rural areas, focusing on channel setup, customer selection, channel management, and business operations. It emphasizes the importance of understanding local consumption characteristics, building a distribution network, and maintaining price stability.
New DistributionBoss, My Salary Isn't Paid by You!
A salesperson at a petroleum machinery factory proactively collected nearly 40 million yuan in bad debts, earning a reward. Another marketing professional boosted sales by 30% without increasing costs and trained five regional managers, leading his boss to acknowledge that his salary was indeed earned from the market.
常嵘How to Divide the Territory of Old Distributors for Refined Operations?
A food company sales manager asks how to persuade old distributors to allow new county-level agents in their territory for channel下沉 and refined operations. The article suggests strategies such as giving sufficient commissions, using new products for new clients, assessing distributor performance, and exploring alternative channels, emphasizing that channel reform is a necessary revolution despite potential conflicts.
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