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How Salespeople Can Use Marketing Black Holes to Become Millionaires?
This article discusses various marketing black holes that salespeople exploit to enrich themselves, such as taking kickbacks, falsifying reports, and embezzling funds, while also highlighting the need for companies to tighten management.
胡逢春Terminal Salesperson: You Must Become the Boss!
This article advises terminal salespeople, also known as salesclerks or promoters, to consider entrepreneurship as their primary career path. It argues that while they are valued for their role in closing sales, their career advancement opportunities are limited, making starting their own business a more viable option.
New DistributionHow to Break Down Large Secondary Distributors and Stabilize Channel Profits?
A case study examines how a distributor dealt with a powerful secondary distributor whose dominance led to price chaos and market crisis. The solution involved raising prices, cutting supply, and directly servicing the secondary distributor's territory, which stabilized the market and increased sales.
毛小民Who Moved My Cheese? Five Factors That Steal Marketers' Execution Power
This article discusses the importance of execution in enterprises and identifies five core factors that affect marketing personnel's execution: sense of mission, recognition, organizational system, performance appraisal, and professional competence. It emphasizes that attitude is more important than ability and suggests ways to improve execution.
朱丹蓬Winning from a Distance: A Practical Guide to Channel Construction
This article provides a comprehensive guide to sales channel construction for FMCG companies, covering the nature of channels, common misconceptions, and ten golden rules for building effective distribution networks.
陈志平How Should Distributors Cleverly Distribute Year-End Bonuses?
A case study of a distributor named Lao Zhang who fears employee turnover after giving year-end bonuses, despite paying competitive amounts. The article analyzes why his approach fails and offers practical tips on secrecy, splitting bonuses, considering tenure, combining material and non-material rewards, and choosing the right time and place for distribution.
崔自三Five Methods to Boost Sales of Medium-to-High Margin Products
During the year-end peak season, sales managers need effective strategies to increase sales of medium-to-high margin products. This article outlines five methods—bluffing, indirect persuasion, promotion-driven pull, opinion leader influence, and bundling—to create a hot-selling atmosphere and drive product adoption.
崔自三Should Relatives Be Employed in the Company?
For small startups, hiring talent is difficult, and loyalty may be more important than ability. Using relatives seems convenient, but managing them is challenging and can lead to serious problems, as the author's experience with his cousin shows.
黄中强Mastering the Channel: The Eighteen Moves of the Dragon
This article draws an analogy between the martial arts technique "Eighteen Dragon Subduing Palms" and channel management in the FMCG industry, presenting eighteen strategic moves for controlling distribution channels. It emphasizes the importance of channel control for competitive advantage and provides practical methods for managing distributors, retailers, and other channel partners.
陈志平Why New Product Launches Fail: 30% Tied to Outlet Assessment, Admit It?
Many new products fail because companies set only sales targets without outlet assessment metrics, leading salespeople to build many ineffective outlets. The key is channel focus: select quality outlets and target 'big fish' customers, as demonstrated by a case where a dealer achieved a 96% repeat purchase rate by focusing on pre-selected outlets.
New DistributionFirst Lesson for New Sales Managers
Salespeople, as representatives of manufacturers, are tasked with maintaining steady revenue growth. For most, the immense performance pressure and volatile market environment make sales one of the most unstable career groups. Whether you're a novice or a veteran, when you take over a new regional market, what problems will you face? How can you quickly get up to speed and demonstrate your performance? Based on years of experience in the consumer goods industry, this article systematically outlines the first lesson for regional salespeople new to their role.
New DistributionBecoming a Relationship Master
This article, authored by Marshall Goldsmith, a pioneer and authority in global senior leadership coaching, explores the six key internal and external relationships that future leaders must master. Based on interviews with over 200 potential leaders, it emphasizes the shift from traditional hierarchical management to partnership-based leadership, covering relationships with subordinates, colleagues, teams, customers, suppliers, and competitors.
New DistributionThe "Nine Swords of Dugu" for Sales Team Management in the FMCG Industry
This article discusses the complexities of managing FMCG sales teams, emphasizing the need for clear responsibility, result-oriented metrics, fair performance comparisons, and effective terminal store management. It outlines nine key strategies, including setting clear targets, using year-on-year growth rankings, special assessments for markets needing rectification, and building a professional and stable sales force through training and certification.
New DistributionA Plan That Concerns Your Future: Common Problems in Annual Marketing Plans
As the annual marketing plan and performance review season approaches, marketing professionals must present clear plans to their bosses and themselves. Drawing on over a decade of experience, the author shares insights on how to write effective marketing plans and highlights common pitfalls, emphasizing the importance of logical structure, data-driven analysis, and actionable execution.
盛斌子How Distributors Can Support New Products
When companies launch new products, they often find that despite distributors' willingness to promote them, sales remain sluggish. The problem often lies in misidentifying target customer groups, improper distribution strategies, and inadequate market promotion and incentive plans.
毛小民Treat Every Customer 'Objection' as an Opportunity to 'Close'!
In the sales process, objections are common at every stage. Understanding their causes and treating them with a normal mindset, a correct attitude, and active listening can turn objections into opportunities to close deals.
New DistributionNot Teaching You to Be Bad – Unconventional Principles for Sales Managers
In the sales industry, some important principles are not found in books or training but are widely circulated. How to become a top-performing sales manager isn't just about the rules taught in books or by teachers—and are those rules really useful? I want to share some unconventional principles that, though not written in books, might still help you.
俞雷Why Are Frontline Managers Always Busy and Chaotic?
In enterprises, the lower the management level, the more likely managers are to be busy and chaotic. This is not simply due to weak abilities, but often because of the company's management systems, management level, and corporate culture. Frontline managers often lack real power yet bear significant responsibility, leading them to micromanage and become overwhelmed.
薛家海What Makes Laoganma So Successful?
Despite shunning advertising, promotions, loans, and listings, and insisting on cash-on-delivery, Laoganma has created a business legend. This article by brand agriculture expert Hao Beihai from Shennong Island decodes the marketing principles behind Laoganma's 'reverse marketing' approach, revealing the hidden rules that other companies can learn from.
New DistributionMisconceptions and Solutions in Distributor Development and Management
As market personnel, distributor development and management is a required course, but many salespeople invest heavily in this area yet often stumble. Distributors, as the key link between production and end-users, play a crucial role in market management and maintenance. However, many enterprises are troubled by distributors in local markets. A sales manager from a distillery recently proposed a formula: first-class products + first-class distributors = super first-class market; first-class products + second-class distributors = second-class market; second-class products + first-class distributors = first-class market. At first glance, this formula seems correct, but in practice, it often plays out differently.
方刚How to Do Display in Hypermarkets? (Data Analysis)
On average, 70% of purchase decisions are made in-store, and younger customers are more likely to make impulse purchases. Additionally, consumers spend 11.4% more than planned due to in-store displays, highlighting the critical role of effective product display in driving sales.
OwenChenCity Manager's Practical Guide to Managing 'Route Sales Rep' Customer Relationships
This article addresses the common problem of 'cultivating but not refining' in route sales visits within FMCG companies implementing deep distribution. It provides a systematic approach to improving customer relationship management, including terminal classification, key person identification, effective visit standards, and resolving after-sales issues, to enhance execution and market competitiveness.
方刚Nine Trials of a Regional Manager: Forging Steel
Marketing is a highly practical discipline, and regional managers must not only possess theoretical knowledge but also the ability to integrate marketing theory, company strategy, and resources with market practice. This article outlines the five stages of a sales career and emphasizes the importance of clear goals, avoiding common pitfalls, self-analysis, rational action, continuous learning, and good habits for success.
薛家海Incentive Techniques Beyond the Compensation System
A distributor in Fujian asked about low-cost motivation methods beyond salary. The author suggests communication, praise, dining together, training, and activities as effective incentives.
崔自三