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Beyond Price Differences: What Else Can Distributors Earn?
Product price differences are the initial profit model for traditional distributors and a fundamental stage in their development. As market conditions change, distributor margins shrink, prompting a search for new profit models. Beyond price differences, what else can distributors earn from? One avenue is earning from manufacturers by helping them save costs, such as contracting market development tasks or recruiting sub-distributors.
潘文富Why Won't Your Distributors Listen?
Manufacturer sales reps often find it difficult to guide distributors in market operations and resource usage. This article analyzes the two main reasons—distributors' desire for market control and their perception of unequal status—and suggests alternative approaches such as sharing negative case studies and helping train distributor staff.
潘文富How to Find a Good Match for Your 'Daughter'? — Dealer Selection Methods That Can Make or Break Your Market
Few companies can do without dealers, but even fewer are satisfied with the ones they have. Many markets fail because dealers are indifferent, uncooperative, or break market rules, yet the root cause often lies with the manufacturer's own poor dealer selection. This article offers a systematic approach to choosing dealers, avoiding common pitfalls, and ensuring a successful partnership.
New DistributionThe Eight Things Distributors Hate Most About Manufacturers
Manufacturers and distributors are comrades in the same trench; only by working together can they achieve great results. Ask yourself, if your distributors can't make money and are struggling, can you still develop well? This article lists the eight most annoying things manufacturers do to distributors, including product quality issues, frequent sales staff changes, product shortages, bundled sales, forced payments, long delivery cycles, unstable market support, and excessive occupation of distributor funds.
New DistributionHow Markets Get Killed: For Those Years of Turmoil
In 2015, many FMCG companies saw poor sales performance, with some experiencing sharp declines and others barely maintaining sales but facing losses. The overall retail growth slowed, intensifying pressure on sales staff. Despite the e-commerce boom, offline channels still account for about 80% of consumer goods sales, prompting companies to seek ways to boost physical channel sales.
老挺实评Why Should Distributors Play Along and Take Your Products?
Salespeople often approach distributors with pitches centered on the manufacturer's perspective, such as product uniqueness, company strength, or a young boss. However, distributors find these points irrelevant. What distributors truly care about is whether the product sells well, offers high profits, provides a credible commitment from the manufacturer, and is supported by a suitable marketing system. Only by addressing these concerns can manufacturers persuade distributors to partner with them.
New DistributionHow Distributors Can Manage Their "Relationship" with Manufacturers
Many distributors struggle to please manufacturers and often feel like a disadvantaged group, even those with substantial assets. They may lose their distribution rights after building the market. This article explains how distributors can gain manufacturer favor by assisting with market planning, maintaining communication with senior management, becoming key accounts, managing relationships with local managers, providing after-sales service, and coordinating with functional departments.
唐江华Not by Advertising but by Word of Mouth, Sales Reach $12.9 Billion: How This Supermarket Became the World's Most Profitable Grocer
This article discusses Whole Foods Market, a unique supermarket known as the 'last model of retail innovation.' Despite charging 40%-175% more than ordinary supermarkets, it attracts customers due to its focus on health, transparency, and quality. The company's success stems from its brand image, customer trust, local sourcing, and employee empowerment, leading to $12.9 billion in sales by 2013.
陈宗泽Framework for Distributors to Break Through in Local B2B Markets
This article discusses the overall framework for distributors to break through in local B2B markets. The business model is not limited to a single link in the supply chain but starts from the perspective of the entire market ecosystem, using capital, data, and logistics to integrate the links of the local consumer goods supply chain, achieving low cost, high efficiency, and a highly data-driven and financialized vision.
赵波Distributors, Do You Know How to Refuse Stock Pressure?
Stock pressure is something every manufacturer does and every distributor fears most. A distributor once said: goods piled up in the warehouse are not money but a burden. It is clear how much distributors hate and fear stock pressure. But do distributors really know how to refuse?
New DistributionZong Qinghou's First Personal Account: The Real Story Behind Wahaha's "Joint Distribution System"
Wahaha's joint distribution system has been widely praised by industry insiders and cited by Harvard Business School as a case of Chinese channel innovation. It is said to have played a key role in Zong Qinghou's victory over Danone. In his first official biography, Zong reveals the system's origins, the challenges faced during its implementation, and how he overcame opposition to enforce it.
New DistributionEight Rules for Distributor Owners' Transformation and Upgrading
This is the worst of times and the best of times! As we enter 2016, market competition has become even more brutal, with more distributors joining the red ocean of promotional wars. Frequent promotions lead to fewer customers, exhausted staff, and shrinking profits. But can promotions win future market competition? Philip Kotler's marketing theory includes four Ps; when all focus is on the promotion P, it's easy to overexert and suffer from nutritional imbalance and indigestion.
李治江Are Distributors Doomed?
The purpose of e-commerce is to optimize existing channels, not to completely eliminate traditional ones. As long as distributors actively transform and adapt to the trend of e-commerce, they will continue to play an irreplaceable role. The so-called 'what exists is reasonable' applies to distributors as well, as they possess unique commercial value that is hard to replace in the short term. However, in recent years, distributors who once thrived are now facing a Hamlet-like question of survival or death, partly due to the economic downturn and partly due to the impact of the Internet+ era and e-commerce's 'disintermediation' concept.
赵晓萌If You Want Products to Sell Fast, Your Hands Must Be Quicker Than Your Feet!
In today's rapidly changing market economy, distributors have transitioned from 'sitting merchants' to 'traveling merchants,' and those who failed to adapt have declined. With China's economic growth slowing and supply exceeding demand, competition among brands has intensified, making market performance—especially shelf space battles—crucial. This article emphasizes the importance of product display (merchandising) in boosting sales and turnover, and argues that salespeople must be diligent in both physical and mental efforts, as laziness in display and thinking will lead to failure.
New DistributionHigh Profit, High Return Rate Attracts Nearly Half of Distributors to Transition to Wedding Supply Stores
As the phenomenon of wedding supply stores buying and selling in large quantities becomes increasingly apparent, many distributors struggling with the circulation market are turning their attention to wedding supply stores. With gross margins exceeding 40%, wholesalers are being enticed to transition to wedding supply stores.
New DistributionFrom the Wanshang Yizhan Model: Which Is More Likely to Succeed, Platforms Partnering with Distributors or Self-Operating?
During a recent visit to Changsha's B2B platform Wanshang Yizhan, the author was impressed by its model. The platform enters the FMCG sector through the still fast-growing snack food industry, leveraging a robust warehousing and distribution system to partner with distributors nationwide, jointly expanding the market and helping distributors complete their B2B internet transformation. Wanshang Yizhan's business logic is clear: it combines distributor partnerships, unified warehousing and distribution, and supply chain finance into one internet platform, already operating in 17 key cities across China.
赵波How to Break Down Large Secondary Distributors to Stabilize Channel Profits
A food brand distributor, Zhu, initially empowered a large secondary distributor, Xiao, to quickly launch three township markets, but Xiao's growing power led to price chaos and cross-region dumping. By strategically raising prices, cutting supply, and directly servicing Xiao's downstream customers, Zhu successfully dismantled Xiao's dominance, doubled sales, and stabilized channel prices.
毛小民The Curse of Distributors in the Market: Who Will Prevail?
Due to the economic environment and channel fragmentation, distributors are facing tough times, often seeing their years of hard work undone overnight. The main problems include being coerced by manufacturers into advancing costs that are not repaid in time, having their territories reduced or being replaced by direct operations, choosing poor products, and suffering from excessive credit sales.
朱朝阳How Smart Distributors Respond to the Retail Industry's Difficulties
The retail industry is facing severe challenges due to factors such as intensified competition, rising operating costs, increased store numbers, and the impact of e-commerce. These pressures force supermarkets to pass costs onto suppliers, who must find ways to cope with higher fees, lower per-store output, and increased service costs.
张枫Solving These 8 Warehouse Management Problems Can Save a Distributor a Car in One Year!
According to statistics, a distributor with annual sales of around 30 million yuan can waste enough money in the warehouse to buy a car in just one year, highlighting the significant losses caused by poor warehouse management. After investigation, eight common warehouse management problems were identified, and this article provides practical solutions for each.
New DistributionThe Return of Secondary Distributors and the Failure of Deep Distribution
A case study reveals that long-term promotional policies have led to the resurgence of secondary distributors, undermining deep distribution. The article argues that while this shift has some rationale, it signals the need for a new round of deep distribution, possibly through low-cost visit-sales systems.
刘春雄Five Communication Styles Most Hated by Post-80s and Post-90s Employees: Dealers Beware or Your Staff Will Quit
Post-80s and post-90s employees have their own understanding of communication and workplace hierarchy. They value democracy and fairness, and react strongly against certain communication styles. Whether through passive resistance or open conflict, these styles lead to communication failure.
师顺宽“Lulu Doesn't Cross the River, Coconut Palm Doesn't Cross the River” — All Because Distribution Isn't Done Well!
In the beverage industry, there's a saying: "Lulu doesn't cross the river, Coconut Palm doesn't cross the river." This means that the two giants of plant-based protein drinks—one from Chengde, Hebei, stops at the Yangtze River when heading south, and the other from Hainan stops at the Yellow River when heading north. Why is that? Is it mutual courtesy or a logistics issue? We'll analyze why "Lulu doesn't cross the river" using the five origin questions of distribution.
New DistributionHow a Sales Representative Grew Through Practical Experience to Become an Excellent Supervisor?
A sales representative, after initial failures, successfully turned around a struggling county market by implementing strategic product focus, aggressive promotions, and innovative cold cabinet tactics, ultimately boosting sales dramatically and earning the trust of the distributor before moving on.
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