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Small dealers rely on insight, medium dealers on professionalism, large dealers on management!
A dealer with annual sales of 200 million is not necessarily better at management than one with 50 million. The FMCG distribution industry is highly diverse, and management levels are influenced by product categories, channels, and brands. As market dividends fade, dealers must focus on refined management, with organizational management being the most critical task, especially in managing people, as they are the core resource.
袁来Beverage Peak Season: 5 Rights + 1 Action – How to Manage Your Own Freezer!
As summer approaches, the beverage battleground shifts from shelves to freezers, where thousands of SKUs compete for limited space. This article outlines four common tactics manufacturers use (investing in, buying, swapping, and stuffing ice), then details five correct practices and one hands-on action for managing your own freezer units effectively, including placement, execution, tracking, and team leadership.
海游Without Sales Data Analysis, You're Flying Blind! How Can You Make Money?!
Sales data analysis reports are essential for sales work. Without them, salespeople are just fighting battles without keeping score, leading to confusion. A proper report combines statistical data with insightful analysis, not just raw numbers. This article outlines the benefits, common pitfalls, and practical methods for effective sales data analysis.
土拨鼠跟我走How does e-cigarette leader RELX achieve over 10,000 offline brand trial events in one year?
Most people may not know that although e-cigarettes are not yet popular in China, they were first produced there. In 2003, a pharmacist named Han Li developed the world's first e-cigarette, "Ruyan," which at its peak sold nearly 1 billion yuan annually. However, in 2006, after being exposed by CCTV for false advertising, Ruyan's sales suffered, and it eventually had to abandon the domestic market and expand overseas. After 2018, e-cigarettes returned to the public eye and showed a trend of concentrated growth. According to the latest statistics, as of June 5, 2019, 14 domestic e-cigarette companies had completed financing, with a total amount of about 574 million yuan, far exceeding the total financing in 2018.
佘雪When Distributors Complain, What Should a Regional Manager Do?
Distributor complaints are common for regional managers, but handling them requires skill. This article explains how to distinguish genuine complaints from false ones using the 'one look, three questions' method, and offers strategies for addressing real issues by soothing emotions and solving problems, illustrated with a case study of a small appliance brand.
马坚行Midway Through the Race: How Can Community Group Buying Platforms Take the Lead?
At the Central Plains Community E-commerce Summit held on July 26, Wang Jun, CEO of Dimiao Youxuan, shared insights on refined operations in community new retail. He emphasized that community group buying is a disruptive model, requiring focus on four core attributes (necessity, high frequency, small amounts, and distinctiveness) and four core values for stakeholders, while also highlighting the importance of strengthening user memory points, standardizing external processes, internal management, and data awareness.
王军Whose Approval Killed the Market?
The sales team, retreating step by step, hoped to hold the line with approval forms, but the result backfired. If approval forms can't hold the market bottom line, what can?
胥忠进How a Former P&G Employee Helped Afu Sell Hundreds of Thousands of Bottles of Jojoba Oil on Douyin During 618?
Xiao Yi, a former P&G intern, shares how he helped Afu achieve success on Douyin during the 618 shopping festival, selling hundreds of thousands of bottles of jojoba oil. He details the evolution of traffic acquisition, the process of scaling from zero to one in content marketing, and the importance of building a strong team and brand.
孙乙丹Distributors: Afraid to Manage, Afraid to Penalize—Where Exactly Is the Problem?
This article discusses the root cause of distributor management difficulties: insufficient profits. It argues that only when distributors earn more money can they afford to pay higher wages and effectively manage staff. Drawing on Wei Qing's framework, it explores how distributors can optimize their profit models through product selection, channel structure, and category management.
袁来Selling Junlebao: 'Adopted Son' May Become 'Rival', Mengniu's 'Double 100 Billion' Goal in Question
After Junlebao goes solo, Mengniu's 'Double 100 Billion' goal faces more uncertainty. On July 1, Mengniu sold all its shares in Junlebao for 4.011 billion yuan in cash, potentially losing nearly 20% of its revenue and gaining a new competitor, casting doubt on its target.
李斯Field 365 Supports Electronic Signatures, Safeguarding Your Contract Signing
In May 2017, in Jiaxing, Zhejiang, a wholesaler named Ms. Ding signed a 12-month paid display agreement with a salesperson from a beverage company, but the promised rewards were never delivered. This incident highlights the risks of contract fraud in FMCG distribution. Electronic signatures, such as those provided by e签宝 in partnership with Field 365, offer a solution by ensuring authenticity, compliance, and efficiency in contract signing and management.
提升企业销售效率Eight Key Internal Management Checks for Small and Medium Distributors
Small and medium distributors often operate like versatile frontline fighters, but their growth depends on improving internal management. This article outlines eight key areas—from vehicle sales visits and business processes to salary structures and assessment results—that distributors must refine to enhance operational efficiency and market competitiveness.
方刚Analysis of the Implementation Strategy for the 'Little Boss Project' in Trading Companies
This article discusses how distributors can set up incentive mechanisms for frontline salespeople. It is over 7,000 words and takes about 20 minutes to read. Almost every distributor is troubled by the fact that salespeople are increasingly difficult to manage and lack motivation. Many distributors try to find solutions by learning from peers or experts, but often fail to apply what they learn. The article introduces the 'Little Boss Project' as a solution, explaining its definition, suitable distributors, design framework, and precautions.
袁来Local Snacks: How to Regain Growth After the Bonus Era?
As demographic and traffic dividends decline, local leisure snacks face the challenge of achieving another decade of high growth. With major players like Three Squirrels going public, the industry must adapt through channel expansion, supply chain innovation, and internationalization.
何天骄Can We Only Rely on Promotions to Make Consumers 'Buy More'?
Digital empowerment at the consumer end (the so-called C-end) is essentially an upgrade of promotional methods, and it cannot yet be regarded as a 'strategy' as public opinion suggests. This article analyzes the limitations of private domain traffic and live-streaming e-commerce, pointing out that they are more about promotional diversification and refined management, and that sustainable competitive advantage requires a comprehensive analysis of the entire business.
张德昭If the Logic of Self-Built B2B Doesn't Hold, What Should Brand Owners' Channel Digitalization Strategy Be?
This article discusses how FMCG brand owners can build a digital supply chain, totaling 7,800 words and about 20 minutes to read. It argues that channel digitalization is inevitable, but brand owners often lack systematic design for the entire channel, leading to digitalization for its own sake. The author proposes that brand owners should focus on two cores: diverse consumer demand and fragmented retail scenarios, and reconstruct the distribution channel using digital technology to build an efficient digital distribution network.
赵波Avoiding Laoganma, How Hubang Overtook in the Chili Sauce Market from the Delivery Scene?
The chili sauce market is worth 40 billion yuan, with Laoganma dominating at around 4.5 billion in annual sales. Hubang, a startup, avoided direct competition by focusing on the delivery scene, developing over 100,000 restaurant terminals and achieving 200% annual growth.
袁来How Is It to Open a Store and Sell Snacks? 7 Reports Analyze Market Development Prospects
On July 3, the snack brand Three Squirrels, after multiple IPO setbacks over two years, finally reached the final step of its IPO, officially conducting a new share subscription and about to enter the capital market. The public offering of 41 million shares at 14.68 yuan per share values the company at approximately 6 billion yuan. This valuation suggests the snack industry is profitable, with data showing snacks account for nearly 30% of online food sales, and small twists sold 15 tons (2 million pieces) in 4 days, while small crisps sold 10,769 pieces in 4 days. The Chinese people consume 2 trillion yuan worth of snacks annually, but is the industry really that profitable?
New DistributionHalf Sea, Half Flame: How Will Third-Party Urban Distribution in FMCG Move Toward the Future?
The most painful thing about entrepreneurship is not failure, but seeing the future while being unable to cross the present. Today, urban distribution market entrepreneurs face this dilemma. Numerous proofs point to a bright future for urban distribution, yet the collective difficulty in profitability is disheartening. The market seems easy to enter—just people and vehicles—but profitability and good financial returns seem out of reach in the short term. Internet-based urban distribution, software service providers, and city distribution service providers—all players have entered with high hopes, but the current reality is mostly bleak and harsh.
文石Raising Prices Is the Real Way to Win
Most people believe that low prices lead to high sales, but data shows otherwise: the sales loss from a price increase is often far less than the revenue gain, while discounts and price cuts rarely boost profits as expected. Fuling Zhacai, a leading Chinese pickled vegetable company, has successfully raised prices repeatedly by mastering the 'price advantage' strategy, as explained by McKinsey's '3+1' framework.
MichaelBaidu Brain: Leveraging EasyDL and Ecosystem Partners to Upgrade the FMCG Industry
Baidu Brain recently launched EasyDL Product Detection Professional Edition, China's first AI model training platform tailored for the FMCG industry, to address issues like shelf display checks and expense verification. By partnering with ecosystem players, Baidu Brain aims to help FMCG companies reduce costs and improve efficiency.
刘少德Net Profit 10 Times That of China Resources Beer, 6 Times Tsingtao Beer: How Did Budweiser Become the Beer King?
In 2019, while the market fluctuated, consumer stocks thrived. After Moutai's historic market cap approached 1.3 trillion yuan, Budweiser's Asian business is set to list in Hong Kong. With net profits 10 times that of China Resources Beer and 6 times Tsingtao Beer, Budweiser's valuation appears relatively attractive.
华盛学院Annual Sales of 280 Million, Yet This Distributor Doesn't Assess Sales?
When the tide goes out, you see who's swimming naked. As traditional retail giants struggle, a regional snack food distributor in Central China, with annual sales nearing 300 million, has thrived by focusing on distribution and promotion capabilities rather than relying on manufacturer fees. This article dissects his operational system centered on promoting sell-through, using OKR instead of KPI, and applying TOC theory to identify and overcome bottlenecks.
任小东How Digital Tools Drive New Growth for FMCG Companies?
The entire FMCG industry has accelerated into a stage of stock competition, with high-tier market consumer brands coveting markets beyond the Fifth Ring Road, while low-tier market brands eye first- and second-tier markets. Market positioning among different brands has become blurred, and the era of cross-border warfare has fully arrived. Additionally, high social division of labor has separated production from marketing, and new consumer brands continue to carve up the existing market share. Coupled with rising labor and operational costs compressing profit margins, FMCG companies face a deteriorating survival environment, aptly described as 'internal and external troubles'.
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