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3961 articles · Page 151 of 166
How Can Distributors Replicate "Caring People" to Build a Wolf-like Team?
A large amount of marketing practice tells us that if an enterprise cannot solve people problems, build an excellent marketing team, and motivate employees, it will become the biggest trouble. So, as a distributor boss, how can you build an excellent team with "wolf-like" spirit? Employee problems are the boss's problems. Many distributors think employees' lack of motivation and loyalty is the employees' own problem, but from a management perspective, it is first the distributor's problem. Distributors should adopt the concept of "employees first, customers second," learn to share profits, and master the art of rewards and punishments to motivate employees effectively.
New DistributionHow to Strengthen Deep Distribution to Small Outlets
This article discusses strategies for FMCG companies, particularly in the Chinese baijiu market, to effectively cover, manage, and serve numerous small retail terminals. It proposes two main approaches: supporting second-tier distributors to conduct deep distribution, and adopting a multi-distributor channel model in the same regional market to enhance terminal coverage and management.
朱志明Fast Wins the World, Slow Dooms Itself
A gentle reminder: click the "↑" above for "FMCG Distributor Professional Consulting" to learn more about marketing and distributor internal management. Rapid iteration, continuous trial and error, and gradual progress toward success are the way of the Internet age. — Lei Jun, founder of Xiaomi. The article begins with a story: In July 2002, Zhang Ruimin, CEO of Haier Group, posed a riddle-like question during an interactive training session: "How do you make a stone float on water?" The answer, as revealed by Vice President Yu Zida, was "speed," illustrating that speed is the key factor in determining whether a stone can float, and in business, the fast eat the slow.
卢彦Brand Weak? Then Compensate with Execution!
For FMCG companies, after overcoming initial product challenges, they often face brand-related issues such as weak consumer recognition and insufficient market pull. As a weak brand, instead of relying on advertising, promotions, or price cuts, the key is to build strong execution capabilities, avoid shortcuts, and not depend solely on distributors, but rather take control of the market yourself.
方刚Why Proper Pre-Call Preparation Is Key to Your Sales Success
Even Napoleon said, "I have been defeated? Yes. Surprised? Never!" This underscores the importance of basic sales fundamentals, especially pre-call preparation. For every sales call, whether by phone or in person, you must invest time in preparation, including research, data collection, and mental readiness, to avoid failure and maximize success.
c.j.Marketing or Sales? Strategic Choices in Manufacturer-Dealer Relations in the Internet Era
At the start of the year, Moutai and Langjiu clashed with several well-known vertical liquor e-commerce platforms over online sales authorization; shortly after, a major e-commerce platform approached Wuliangye about a 'Xiaomi model,' but Wuliangye received them warmly without substantive engagement. Recently, Moutai publicly distanced itself from nearly all vertical liquor e-commerce platforms. In contrast, liquor companies like Fenjiu, Dukang, and Songhe are flocking to e-commerce, spending millions in service fees to gain attention on these platforms. This article explores the reasons behind these differing attitudes and discusses strategic choices for manufacturer-dealer relations in the internet era.
曾祥文The Wei Brothers Behind Master Kong: An In-depth Look
Although Master Kong is a household name, few know about its owners, the Wei brothers from Taiwan. This article details their journey from a small oil mill to building the Master Kong food empire, including their market entry into mainland China, the success of instant noodles, financial crises, and their business strategies.
李春晖How Can Distributors Better Train Their Employees?
In an era of soft power competition, distributors lacking core competitiveness in the supply chain must build a stable workforce through systematic training to enhance cohesion and combat effectiveness, thereby gaining greater survival space and achieving growth.
崔自三Three Commonly Used (But Wrong) Management Practices
A reminder: Click the up arrow and follow "FMCG Distributor Professional Consulting" for more insights on marketing and distributor internal management. There's an old joke about a woman who cuts the ends off a ham before baking it, traced back to her great-grandmother who did so because her oven was too small. Unfortunately, many sales leaders use management techniques rooted in the same flawed logic: just because a practice has been used for a long time doesn't mean it's effective.
New DistributionStaged Assessment to Activate Employee Motivation
This article discusses how to assess employees in stages rather than using a one-size-fits-all approach. It suggests four phases: first, assess technical skill acquisition; second, assess standardized execution; third, assess work results; and fourth, assess innovation, to gradually build employee capability and motivation.
New DistributionHow Sales Representatives Manage and Serve Secondary Distributors
This article discusses how sales representatives should manage and serve secondary distributors (二批商) in the FMCG industry, emphasizing the importance of deep service, network building, and strategic guidance to enhance channel efficiency and market share.
冯启On the Wrong Mindsets in Dealer Employment and Misconceptions in Performance Assessment
Dealer development relies on personnel, and personnel management involves recruitment, utilization, and assessment. However, dealers commonly hold erroneous mindsets in these areas, which can severely hinder their business growth. This article discusses several common mistakes in recruitment, utilization, and assessment, offering corrective advice.
王德强Starting from Scratch: The First Lesson for Sales Representatives
This article explains the crucial roles of sales representatives in a company—matchmaker, soldier, and diplomat—and outlines their responsibilities towards consumers, channel partners, the company, and themselves, emphasizing their importance in driving sales and market success.
郭旭Sales Psychology: The Art of Selling Without Selling
This article introduces a customer-centric sales psychology approach, emphasizing that selling is about helping customers recognize their needs and solve problems, not just pushing products. It highlights common sales challenges and offers insights on how to overcome them by focusing on customer values and building rapport.
New DistributionThe Market Never Lacks Products; What It Lacks Is a Targeted Solution
The market environment has changed, and companies need to return to the essence of marketing—providing solutions to consumer problems—rather than relying on traditional tactics like price and promotion. By focusing on consumer needs and service, businesses can find new breakthroughs.
白钢Heaven Does Not Always Reward Hard Work; Deep Thinking Matters More Than Diligence
Liu Qin, a partner at Morningside Ventures and an investor in Xiaomi, once shared a conversation with Lei Jun. When asked why he was a successful investor, Liu replied that he believed in extreme diligence and that heaven rewards hard work. Lei Jun's response was that heaven does not always reward hard work. Liu emphasizes that opportunity is not luck but a deep understanding of entrepreneurial trends, and deep thinking is more important than diligence.
刘芹The "Small" Skills and "Big" Wisdom of Criticizing Employees
As a manager, mastering the art of criticism is essential for shaping a disciplined and cohesive team. However, effective criticism requires more than just pointing out mistakes; it demands respect for the individual and a focus on correcting behavior rather than attacking the person. This article explores the underlying principles and practical techniques for delivering criticism that fosters growth and maintains morale.
New DistributionHow Should Distributors Manage Their Products?
Products are the lifeline of distributors, and strategic, skillful product management is essential for sustained profitability. However, many distributors lack effective product management, leading to high sales but low profits. This article outlines six key aspects of product management for distributors to escape the dilemma of scale without profitability.
崔自三The Basic Skills of Distributor "Management"
This article discusses the challenges and key skills for frontline supervisors and salespeople in managing distributors effectively. It presents three case studies illustrating successful, poor, and collusive management styles, and outlines a core principle and three key strategies for effective distributor management.
蒋军How to Effectively Distribute Products in Regional Markets?
Distribution is a critical task for FMCG companies and sales personnel. This article outlines a five-step approach to successful distribution: understanding the market, planning and execution, driving sell-through, consumer pull activities, and monitoring and improvement.
蒋军How to Craft a Differentiated Promotion Strategy?
This article discusses how to create effective promotional strategies, emphasizing the importance of differentiation, low-cost tactics, and the 5W2H framework. It also covers advertising and public relations techniques, including cause-related marketing, to enhance brand image and drive sales.
崔自三The "789" Operation for Tobacco and Alcohol Stores: Grasping the Three Core Aspects of Development, Sales Momentum, and Management
Tobacco and alcohol stores surpass restaurants, group buying, supermarkets, and e-commerce in sales value, integrating five functions: group buying, retail, distribution, display, and promotion, making them a must-win channel for baijiu brands. However, challenges in store development, sales momentum, and management remain persistent issues. This article discusses these three core aspects and offers practical strategies for liquor marketers.
朱志明Philip Kotler: Four Qualities of a Salesperson
In the marketing industry, what qualities make an excellent salesperson stand out? What qualities differentiate a competent salesperson from the mediocre? To answer this, Gallup Management Consulting conducted a survey of nearly 500,000 salespeople. The research shows that excellent salespeople possess four main qualities: inner drive, a meticulous work ethic, selling ability, and the ability to build good business relationships with clients.
菲利普·科特勒How Can Distributors Improve Employee Loyalty?
This article discusses how distributors can enhance employee loyalty through three progressive levels: material rewards, sense of belonging, and honor. It provides specific measures such as competitive compensation, fair performance assessments, effective communication, employee benefits, and recognition programs, illustrated with examples like the successful Pangdonglai supermarket chain.
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