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3961 articles · Page 161 of 166
6 Ways to Raise Prices Without Directly Increasing Them
This article offers six strategies for raising prices indirectly, such as bundling services, reducing package sizes, and introducing new service tiers, to minimize consumer resistance and maintain margins.
New DistributionKey Considerations in Breaking Down Sales Targets
Salespeople often fear setting sales targets due to fear of failure and lack of proper planning. This article identifies four common mistakes that lead to unmet goals and provides a five-principle framework for setting targets, along with strategies for breaking them down into actionable plans.
New DistributionFrom 100,000 to 3 Million: The Miracle of a Half-Jin Low-End Liquor in a County-Level Market
In a county-level market with a population of less than 400,000, an agent whose initial shipment was less than 20,000 yuan managed to achieve annual sales of 3 million yuan for a half-jin low-end liquor within just two years. This article analyzes the market background, identifies the crux of the problem, and details the breakthrough strategies, including cash promotions, township network development, and community tasting events.
New DistributionHow Can Distributors Safeguard Their Internal Management?
This article discusses why comprehensive management systems often fail to solve persistent problems in distributor companies, and offers practical 'outside-the-system' solutions such as process checks,诚信 (integrity), career planning, and training to ensure effective execution.
丁敬波Distributors' Sales Growth Is Slow and Hard to Break Through—What to Do?
Distributors care most about profits, and every distributor wants their business to grow and remain profitable. However, reality is harsh, and many distributors face the challenge of slow sales growth. Currently, distributors' sales growth faces several hurdles: the first is 10 million yuan, which some distributors struggle to break through for years; the second is 30 million; the third is 50 million; and the fourth is 100 million, which many distributors fail to surpass in their lifetime.
New DistributionPrice Can Compete, but Competition Should Not Be Only on Price
As raw material prices soar, companies find it increasingly difficult to sustain themselves by cutting costs alone. How should they raise prices? To gain market share, are they willing to sell at a loss, and can price cuts achieve the desired results? Price competition only has positive effects when based on providing customer value.
New DistributionHow Should Distributors Consolidate Their Agency Product Lines?
Three years ago, the author conducted market research in Heilongjiang and found a county-level distributor representing 38 brands of various sizes, from Shuanghui and Yanjing Beer to obscure condiments and pickles. Despite a 1,500-square-meter warehouse, eight delivery trucks, and 21 employees, annual revenue was under 30 million yuan, and the company was unprofitable year after year. The article explores how distributors should integrate their product portfolios, offering methods based on brand awareness, product life cycle, unique features, category space, category momentum, and gross margin.
New DistributionThe Final Meter Decisive Battle
Customers often change their minds at the last moment, especially when shopping. The final meter before the customer reaches your product is the most critical and decisive. To win this battle, companies should delegate decision-making to the front line, have top executives lead by example, implement frontline growth plans for management, and create an attractive visual system.
New DistributionManagement of County-Level Distributor Salesmen in Rural Areas
This article provides practical tips for county-level FMCG distributors on managing salesmen who visit rural retail stores, covering pre-trip preparation, store visits, handling common objections, and sales techniques.
New DistributionHow Distributors Can Excel in Their Home Terminal Market (Part 2)
This article provides practical guidance for FMCG distributors on improving terminal market performance, covering professional sales techniques for handling customer objections, daily work processes for pre-sales representatives, and tips for launching and managing a pre-sales system.
魏庆A Distributor Boss's Management Insights
A distributor boss from Jiangsu shares management lessons learned from growing a small wholesale business into a standardized company with over 50 employees and annual sales around 10 million yuan. Key insights include avoiding direct sales work to empower employees, improving meeting efficiency, using GPS tracking to build work habits, and showing respect to earn employee loyalty.
New DistributionBuying Products? No, Consumers Want to Buy a Better Version of Themselves
How do you sell your product to users? By touting its features? No, you should emphasize the benefits it brings to consumers, making them better. This article explains the difference between product features and benefits, using examples like Apple's iPod and other brands.
New DistributionCustomer Purchase Is Premised on Trust; Only by Winning Trust Can a Deal Be Closed
Salespeople can only facilitate customer purchases by winning their trust. Trust largely stems from people's reverence: reverence for destiny, for superiors, and for the words of sages. In today's business world, the most trusted sources of commercial information are authorities/experts and friends/close acquaintances; the former generates trust through reverence, the latter through closeness. Both are key factors that must be skillfully used in sales work.
New Distribution15 Skills That Will Make You Excel in the Workplace
This article outlines 15 key skills and personal qualities that distinguish successful professionals in both domestic and foreign companies, including reverse thinking, empathy, summarization, concise writing, information gathering, solution formulation, goal adjustment, self-consolation, written communication, cultural adaptability, resilience to change, loyalty, seeking training, embracing extra tasks, and professionalism.
New DistributionWho Should Pay for Market Promotion Costs?
The most common dispute between manufacturers and distributors is who should bear market costs. Manufacturers argue they've already invested in product development and brand building, while distributors believe they shouldn't fund long-term market cultivation. The solution is to divide costs into network-building costs (borne by distributors) and sales-promotion costs (borne by manufacturers), clarifying responsibilities and fostering cooperation.
New DistributionTraditional Management That Small and Medium Distributors Must Break Through!
In the FMCG industry, numerous small and medium enterprises struggle with unclear strategies and over-reliance on learning from industry giants, leading to failures in market development and expansion. To break the deadlock, companies must combine management models with software processes, rather than depending solely on people.
New DistributionChannels + Methods + Execution + Coordination = Sales
This article outlines 22 sales promotion and incentive strategies for FMCG distributors, including tiered purchase rewards, price-band combinations, channel promotions, cumulative sales bonuses, rebate structures, payment speed incentives, seasonal discounts, task completion bonuses, payment terms, physical rewards, display subsidies, logistics support, personnel assistance, advertising subsidies, distribution support, training, market attack teams, exclusive distribution rights, customer recognition, status elevation, and platform partnerships. Each strategy is explained with its benefits and potential drawbacks, emphasizing the importance of execution and coordination to drive sales.
New DistributionHow Should Distributor Bosses Give Bonuses to Employees?
This article outlines four principles and three combinations for distributor bosses to effectively distribute bonuses to employees, emphasizing timely, public, cash-based, and well-communicated rewards, as well as balancing open and private incentives, fixed and flexible amounts, and short-term and long-term motivation.
New DistributionSimple and Effective Management Methods for Teams of Fewer Than 15 People
This article introduces a simple and effective management method for small business teams using WeChat groups, which helps manage sales staff in real time, standardize product displays, and improve efficiency without increasing management costs.
New DistributionFierce Market Competition: Have You Made Your Competitors Uncomfortable?
Competitors are an important external factor that salespeople should pay attention to, but most don't truly understand what their competitors are. In different regions, competitors can vary, and they aren't limited to rival products—for example, in many areas, Jianlibao's competitors are counterfeit products, not Coca-Cola, Pepsi, Wahaha, or Wanglaoji. At Jianlibao, I never considered the two colas as our competitors because our products are fundamentally different, and our quality is better. We often misunderstand how to counter competitors: instead of passively reacting, we should take the initiative. For instance, when competing with Sprite, we used price advantages and strategic promotions to pressure them at both wholesale and retail levels, achieving great success. Blindly following competitors' promotions is ineffective; we should adjust our strategy by targeting different channel levels. Sometimes we need to avoid competitors' strengths, sometimes strike hard, but the best is to lead them. Always following puts us in a passive position, and passivity leads to defeat.
New DistributionDistributor Development and Management
As the company's transformation deepens, future channel operations will be built around dealers establishing a distribution management platform. In this context, distributors become a key part of the channel, and their development and management will significantly impact the company's business performance. This article outlines the classification, selection criteria, development steps, cooperation terms, and daily management of distributors.
New DistributionHow Well Distributor Employees Perform Depends on How Salary and Performance Are Assessed
This article discusses how to build an effective salary system for sales staff in the FMCG distribution industry, covering the components of salary, the objectives it aims to achieve, and the methods to link them. It emphasizes the importance of aligning salary incentives with company goals and market conditions to motivate salespeople and ensure strategic implementation.
New DistributionSeven Mistakes That Lead to Management Failure
After 27 years of work, including 11 years of entrepreneurship, the author realized he had been a manager for 14 years without truly understanding the role. He shares seven common mistakes he made, from doing work himself instead of delegating, to neglecting motivation and performance reviews, offering lessons for effective management.
New DistributionHow Should You Price? Defying Common Sense: The Higher the Price, the Better It Sells
This article explores counterintuitive economic principles, such as the snob effect, Veblen effect, paradox of thrift, and freeconomics, explaining why higher prices can boost sales and why waste may stimulate the economy. It also categorizes five types of Chinese consumers based on their purchasing motivations.
New Distribution