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Live in the Present | Distributors: Pick Up Terminal Tools and Redo Deep Distribution!
Mr. Zhao, a veteran distributor with over a decade in FMCG, faces shrinking markets, high staff turnover, and brand pressure. After a market visit revealed poor terminal execution, he was advised to redo deep distribution using digital tools, which led to adding 500+ outlets and improved performance.
高级研究员 海游E-RTM in Practice: Is E-RTM a Channel or a Tool?
The article discusses the definition of E-RTM, arguing that it should be viewed as a tool for digitizing existing channels rather than a new channel, and explores its value in improving efficiency, visibility, and data-driven decision-making for FMCG brands and distributors.
孙大使Your Deep Distribution Isn't Done Well, Yet You're Crying That It's Failing?
During a recent visit to a Yili distributor friend (Mr. Li), I found him trying to retain a salesperson who had resigned. The salesperson, who had served for nearly 3 years with good performance, said the daily visits and sales targets were becoming increasingly difficult. Mr. Li lamented that business is harder, staff retention is tougher, online impact is growing, and deep distribution is weakening. After analyzing, I found his market coverage and service quality were poor, and we implemented a five-step improvement plan to enhance his distribution capability.
高级研究员 海游Where Should My Products Be Sold and How Should the Channel Be Designed?
Where to sell products is a question every FMCG practitioner faces. Although mature companies have established channel models, channel design is not static. Given rapid market changes, increasing channel fragmentation, China's vast geography, and complex retail formats, designing an effective market channel is crucial for FMCG manufacturers' survival and growth.
潘利华City Manager in a First-Tier City: Beyond Execution, Think Deeper and More Thoroughly About Promotions!
It's raining today, and foot traffic in the store is sparse. In the quiet personal care section, there are more promoters than shoppers. Old Wang, with a worried look, has already paced back and forth several times from the main shelf to the floor display in the main aisle... "Manager Wang, I don't know why, but this promotion mechanism used to sell over 200 bottles a day, and now it's less than half. Is it getting tired?" asked A Ling, a star promoter who has worked at this supermarket for seven years. "A Ling, your observation is correct! The business environment has changed, and customers' shopping habits are also changing. If our promotion mechanisms and strategies don't change, we're dead."
许翔 Ryan Xu“Tapping into” a New Channel, Achieving Annual Sales of Over 100 Million Yuan in Less Than 2 Years!
As a third-generation merchant, Ge Peng took over the family rice business from his father. Facing the ever-changing internet environment, he felt the pain of brand owners and distributors transitioning their businesses and clearly understood the need to explore new models. Two years ago, Ge Peng began cooperating with JD New Distribution's joint warehouse, which initiated the digital transformation of his traditional business, establishing an efficient and transparent distribution channel and achieving an increase in online annual sales from 0 to over 100 million yuan.
New DistributionHow to Manage Post-95s and Post-00s FMCG Sales Representatives in the Frontline Market?
As more post-95s and even post-00s enter the workforce, frontline sales representatives in the FMCG industry are being replaced by these young people. How should these young sales reps be managed? They are smart, eager to learn, and willing to change, but they lack experience, patience, and dislike being disciplined. Traditional training methods, such as hiring external trainers or having excellent office managers serve as internal trainers, are outdated. A platform-based thinking approach is needed to manage young people effectively.
潘利华Practical Guide | Business Management + Digital Tools: A Complete Business Management Checklist for Frontline Supervisors!
This article uses the case of Xiao Zhang, a newly promoted regional sales supervisor, to illustrate common challenges faced by frontline sales managers, such as cumbersome reports, complex expense verification, ineffective coaching, and team management issues. It then provides an eight-point analysis of these pain points and offers solutions using digital tools to improve efficiency, team development, and overall performance.
邢仁宝Distribution Without Display Is Useless; Only Shelf Placement Counts. The Core of Market Competition Is Securing Prime Display Positions!
Display is a perennial topic for any FMCG manufacturer. Good display can increase sales by ten to even dozens of percentage points, especially for impulse-buy snack and beverage brands that need constant visual stimulation. In the past, channels were simpler and products homogeneous, so price competition dominated. Now, with rising consumption levels, diverse products, and fragmented channels, price is no longer the key factor; display has become crucial. This article systematically discusses online and offline display principles and strategies.
潘利华Single-Channel Distribution Is Risky—Here's How to Build 5,000 Special Channel Outlets
The pandemic has hit many distributors hard, especially those focused on catering, wholesale, and gift boxes. However, multi-channel distributors have suffered less or even grown. This article shares two cases and insights from Hongye Hengda's executive president, Li Feng, on building special channels, seizing the fresh supermarket trend, and mastering modern trade.
李锋Next Stop for Deep Distribution: Community-Based 2C Marketing
This article discusses the shift from traditional deep distribution to community-based 2C marketing, emphasizing the importance of leveraging three spaces (online, offline, and social) and three types of traffic (commercial, public, and private) to build cognition, transactions, and relationships with consumers. It highlights the role of small store owners as community group leaders and provides strategies for brands to effectively sell in social spaces.
赵波In the Era of Omnichannel Distribution, Will Traditional Business Managers Be Eliminated?
As a veteran city manager, Lao Wang, who has long been relied upon by his company, is feeling frustrated and depressed after missing performance bonuses for three consecutive months. With the rise of new retail and digital channels, he wonders if he is being left behind. The article argues that while the FMCG landscape is fragmenting, traditional channels still account for 80% of sales, and business managers should expand their comfort zones by learning new skills rather than abandoning old ones.
许翔As the Beverage Peak Season Approaches, How Can Sales Reps Invest Funds Accurately, Steadily, and Decisively?
The FMCG market is increasingly competitive, with rising terminal grabbing and escalating costs. How to use limited funds to generate more impact in an infinite market is a key concern for all manufacturers and distributors. This article starts with three cases to illustrate common problems in terminal expense investment, such as blind selection, lack of tracking, and complex reimbursement processes, and then proposes seven strategies leveraging digital tools to optimize expense management.
邢仁宝If You Had 100 Million Yuan for Market Terminal Expenses, How Would You Invest to Ensure Returns?
If you were given 100 million yuan for market terminal expenses, how would you allocate it? In the FMCG sector, besides end consumers, the most important are traditional offline retail outlets. There are nearly 5 million mom-and-pop grocery stores in China alone, plus hypermarkets and convenience stores, totaling about 6-7 million retail terminals. These terminals are business entities in themselves. Both distributors and brand owners must consider investing in them to encourage them to sell more of their products. When it comes to investment, the question of how to invest inevitably arises.
潘利华Under the Epidemic, Why Did Their Sales Increase Instead of Decrease?
The epidemic caught many trading companies off guard, but some distributors saw sales rise by leveraging online ordering, channel diversification, and prior digital transformation. This article summarizes the experiences of several partners during the crisis to offer practical insights.
尚普贺Community Marketing: Dual-Line Deep Distribution Online and Offline!
Community marketing is defined as exploring consumer characteristics and channel features in residential, work, and entertainment scenarios based on geographic location, against the backdrop of urbanization. With 1.4 billion people and over 400,000 communities expected by 2020, community marketing is seen as a system covering the majority of consumers, with two centers: to-store and to-home, and four keywords: deep differentiation, e-commerce, community, and delivery. The key concept is dual-line deep distribution, where offline and online channels are integrated for comprehensive coverage.
方刚Offline: Build One Store Well; Online: Build One County Well
Offline, build one store well—this is the requirement for connection dimension and depth; online, build one county well—this is the requirement for communication density after three-dimensional connection. The operational logic of three-dimensional connection can be summarized in one sentence: offline, build one store well; online, build one county well. Offline, building one store well means the store is the best unit for initiating three-dimensional connection, starting from a single store, expanding to communities, then to networks, thereby connecting three spaces. Online, building one county well means the county is the smallest unit for judging communication and transaction density. In marketing, density is cognition, and density is brand. Achieving high-density communication ignition in a county can be replicated in a city or province.
方刚After Resuming Work, Frontline Sales Staff Have Excess Capacity: Three Things to Do
As the epidemic gradually eases, more trading companies are resuming operations, but sales are still affected by closed downstream stores and limited consumer spending, leaving sales staff underutilized. New Distribution invited Mr. Li Feng, President of Hongye Hengda Trading, to discuss how sales staff can improve their skills during this slack period and prepare for a strong sales push after the epidemic.
李锋Expanding Online, Reducing Costs: JD New Channel's Multiple Measures to Fight the Epidemic Together with Offline Stores
In the battle against the COVID-19 pandemic, millions of small retail stores nationwide are tasked with ensuring residents' daily needs while facing challenges such as supply shortages, reduced foot traffic, declining sales, and cash flow difficulties. JD New Channel is closely monitoring the operational difficulties of small and medium stores in Wuhan and across the country, providing full support to help them overcome these challenges. Measures include actively helping store owners shift their operations online for contactless sales, and introducing multiple support policies to reduce operating costs and safeguard the survival and development of over one million ZhangguiBao users.
New DistributionPractical Guide | How Frontline Sales Reps Can Resume Work Amid the Epidemic
Amid the current epidemic, many manufacturers and distributors have delayed the resumption of work for their stationed sales teams, or some frontline staff have started working from home. However, sales work involves constant market engagement, and working from home is not a long-term solution. Therefore, while taking protective measures and fighting the epidemic together, a key topic remains: how can our frontline employees prepare to resume work? To address this, New Distribution invited FMCG practitioner Xing Renbao to share specific advice on how frontline sales reps can resume work during this critical period.
邢仁宝Yijiupi Partners with Global Snack Giant Mondelez, Sales Up 500% in 3 Months
Recently, Yijiupi and Mondelez executives met in Shanghai to review 2019 business and plan 2020 cooperation. Nick Zhou, Mondelez's Sales Development Operations Director, noted that three years of EB2B business has accumulated operational experience and they will continue to explore more efficient distribution models. Tao Guangya, Mondelez's B2B channel head, said that since officially joining Yijiupi in September 2019, sales have grown 500% year-on-year, and they will deepen cooperation in promotions, store penetration, and data sharing.
New Distribution8 Years in a 5th-Tier City: How He Used Equity + B2B to Grow Sales from 0 to 500 Million
Fan Xiaocai, a distributor in Tongren, a 5th-tier city with only 4.3 million people, has grown his company's annual sales to an expected 500 million yuan in 8 years. By leveraging a betel nut brand to secure 12,000 retail outlets, then expanding into FMCG with a large sales force, employee equity incentives, and a B2B platform, he achieved remarkable growth.
李青林Sales Growth in 2020: Sales Are Squeezed Out
Lu Xun said that time is like water in a sponge; if you are willing to squeeze, there is always some. Similarly, sales are like water in a sponge; if you are willing to squeeze, there is always some. For example, Jinmailang's recent performance has been outstanding because they squeezed sales out of traditional channels. Sales are squeezed out, in contrast to 'sales are pressed out'—relying on channel stuffing no longer yields sales, but squeezing channels can still produce sales. The exemplar of squeeze-style growth is none other than Jinmailang. Their deep distribution started in 2003, and by 2014, although there was still no substitute, the traditional approach had become ineffective. Now, Jinmailang is giving deep distribution a new highlight.
刘春雄Nice Brand Exclusive Distributor: Sales Reps Earn 10,000 Yuan Monthly, Directly Serve 4,000 Outlets—How Did He Do It?
If you ask distributors about their business this year, 99% might say it's tough. However, a daily chemical distributor recently surprised me by saying business is good, having completed the manufacturer's targets ahead of schedule and being rated as a five-star customer. Xuzhou Jianxin Trading Co., Ltd., an exclusive distributor for Nice, has achieved this through innovative incentive systems and cross-industry promotions.
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