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How to Drive Sell-Through at Foodservice Outlets?
Without sell-through, everything else is meaningless; distributing products to outlets merely shifts inventory. Only sustained sell-through is the right path. This article outlines the sequence of sell-through, factors affecting it, methods, and common tactics for driving sell-through at foodservice outlets.
朱志明Market Downturn and Tough Business: How to Manage Staff, Promotions, and Outlets?
In recent years, many major brands in the food and beverage industry have hit bottlenecks, and many distributors feel that business is tough. This article analyzes the underlying economic downturn and provides strategies for distributors to manage their markets, staff, promotions, and outlets effectively.
李临春What to Say When Visiting the Factory Management
When distributors visit manufacturers, they need to employ certain techniques, such as how to schedule appointments, whom to bring, what to bring, and what topics to discuss. This article provides practical advice based on the author's years of experience in the distribution industry.
New DistributionThe Terminal That No One Can Take Away
A distributor's terminal customer files are often fabricated out of fear that manufacturers will bypass them and serve end customers directly. To secure these assets, distributors must build service dependency and excellence, while manufacturers must uphold commercial ethics and form strategic alliances.
New DistributionWhen Negotiating, Concede to the Right
Negotiation is ubiquitous in management, sales, and marketing. This article discusses the paradox of concession in negotiation, arguing that one should never make unilateral concessions on key interests but instead trade concessions on secondary points to achieve mutual benefit, illustrated with both failed and successful examples.
程烈The "Three-Four-Five-Six" Rules of Terminal Sell-Through
Sales volume equals terminal count multiplied by turnover rate multiplied by product variety. The more terminals covered, the faster individual product turnover, and the richer the product mix, the easier terminal sell-through becomes. However, it's easier said than done. Currently, difficult sell-through is a headache for companies and distributors. Without sales, there's no profit. Achieving sell-through requires meticulous market cultivation—making people active and terminals vibrant; otherwise, you're just running a warehouse.
方刚Why Do Distributors Turn a Deaf Ear to Manufacturers' Salespeople?
Manufacturers' salespeople often find it difficult to guide distributors in market operations and resource usage, as distributors resist advice due to their desire for market control and perceived status inequality. To overcome this, salespeople can focus on sharing negative case studies and helping train distributors' staff, which are more likely to gain distributors' attention and acceptance.
New DistributionFour Strategies to Counter Terminal Interception
To effectively counter terminal interception, it is essential to identify key terminals and concentrate limited marketing resources on them. This involves analyzing competitors' interception tactics, using differentiated countermeasures, and setting up barriers to weaken competitors' effectiveness while increasing their costs.
李政权Excellent Salespeople Must Overcome These Obstacles!
The biggest obstacle in a sales career is not price, competition, or customer resistance, but the salesperson's own shortcomings. When facing products with low brand awareness, especially high-priced ones, customers are often wary and seek to verify value before purchasing. Salespeople must win customer trust to facilitate purchases, which requires overcoming six major barriers.
New DistributionFour Key Principles for New Product Distribution
This article outlines four key principles for successful new product distribution, emphasizing thorough preparation, time efficiency, speed, and strategic planning. It also details three standards for distribution management and seven strategies to ensure effective market coverage.
朱志明The Art of Motivating and Communicating with Terminal Sales Staff
Terminal sales staff are the mainstay of terminal sales, and their management is crucial. This article discusses how to motivate and communicate with terminal sales personnel through techniques such as praise, criticism, and specific motivational methods, as well as strategies for handling problematic salespeople and top performers.
杨旭Why Is Your Product Not Selling? How Can You Make It Sell?
This article analyzes the reasons why products fail to move at the terminal and provides practical solutions to improve terminal sell-through, including refining product purchase reasons, focusing on key outlets, using merchandising materials, and building strong trade relationships.
New DistributionWei Qing: The Eight Steps of Terminal Visits Are Not Just for Show
The 'Standard Eight Steps of Terminal Visits' is a widely known sales technique that originated from major companies like Coca-Cola and Master Kong, and has been adapted by many private enterprises. Despite being dismissed by many terminal sales representatives as superficial, each step is actually designed to directly boost sales.
魏庆Traditional Outlets: Even Ants Are Meat When There Are Enough of Them
This article argues that small and medium distributors should focus on traditional small outlets rather than rushing into modern retail chains like supermarkets, which often lead to high costs and losses. It emphasizes that traditional outlets remain a vital market force and that distributors can succeed by concentrating resources on serving these outlets well, as illustrated by successful cases in Xi'an and Shaanxi.
New Distribution4 Strategies for Terminal Interception: Better to Exhaust Yourself Than to Starve Your Competitor!
Terminal interception is a fierce battle for channel and consumer resources, involving information overload, salesperson competition, and profit erosion. The most effective form is deploying promoters in KA stores, but this raises questions about cost and effectiveness, leading to the need for strategic counter-interception.
李政权Key Principles for Successful Distribution: Winning Quickly in the 'Beachhead Landing'
For FMCG products, terminal distribution is the first step in terminal management, and the distribution rate directly determines sales volume. This article outlines key principles for effective distribution, including understanding the concept, setting goals, choosing the right distribution form, following basic principles, and establishing a dynamic management system, to help companies win quickly in the market.
刘杰Four Methods, Five Core Elements, Six Factors: A Comprehensive Analysis of Terminal Sales Promotion!
Many companies face the puzzle: after successfully recruiting distributors and stocking a new product, they expect smooth sales, but suddenly find the product isn't moving at the terminal. This article analyzes the six factors affecting terminal sales, proposes four methods to boost it, and details five core elements for successful implementation.
朱志明How Distributors Should Deal with Manufacturers' Sales Representatives' 'Extortion'
Distributors often encounter arrogant manufacturer sales reps who exploit their positions for personal gain. This article offers strategies for distributors to handle such 'extortion' while maintaining a cooperative relationship, based on the experience of Manager Yuan, a seasoned distributor.
New DistributionAre the 'Eight Steps of Visiting' and 'Three-Step Negotiation' No Longer Effective? Mastering Channel Customer Psychology
This article discusses the challenges salespeople face when dealing with channel customers and emphasizes the importance of understanding channel psychology. It outlines ten common psychological traits of channel customers, such as seeking discounts, finding faults, desiring exclusivity, and following the crowd, and provides practical strategies for salespeople to effectively respond to these behaviors.
New DistributionDistributors: What to Do When Terminal Products Are Unsellable
When terminal products become unsellable, all marketing participants—manufacturers, marketers, and distributors—should take responsibility, investigate the market, and find solutions rather than blame each other. This article explores various causes and remedies, including issues with people, product, price, channel, regional habits, and promotion.
王洪东Three Steps to Boost Terminal Sell-Through
Terminal sell-through is the most direct and important indicator of a distributor's success in moving a product after distribution. To address slow sell-through, distributors must improve distribution quality, manage outlets effectively, and enhance in-store presentation, as illustrated by a case study of a liquor distributor.
师顺宽Four Tactics for Breaking into County and Township Markets: Product Breakthrough, Rapid Distribution, Defeating Competitors, and Stabilizing Profits
In the new era of competition, going downstream and intensive cultivation have become the main themes of marketing, making county and township markets increasingly important. Whoever can win consumers in the shortest time, with the fastest speed and best methods, will be the winner in the future market. As many companies shift their market focus downward, county-level distributors are becoming more important and irreplaceable, and their market operations can directly determine the fate and future of the enterprise.
New DistributionDeep Distribution Is Just a Tool
As an FMCG, the gross margin cannot support the cost of deep distribution; even well-known brands rely on distributors to reach the market. Although deep distribution gives companies control over channels and greater autonomy in marketing and pricing, it faces many insurmountable problems, and simply relying on it to develop the market is ultimately counterproductive. Therefore, deep distribution should only be used as a tool and put away after use to avoid becoming a burden.
郝星光Deep Distribution: Step Back Half a Step
The biggest cause of death for deep distribution is the lack of an exit strategy. Deep distribution is not a 'human wave tactic' but a complex technical task, more difficult than recruiting distributors or running promotions. It is built on the premise that when manufacturers and distributors sink their market focus to the county level, the channel remains deep, and distributors' capabilities are insufficient, leading to a dilemma for manufacturers. The key to deep distribution is not the scale of investment but the ability to exit smoothly without disrupting the market.
刘春雄