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Distributors: Are You a Sales Tool or a Partner for Manufacturers?
Chinese people tend to speak indirectly and rarely tell the whole truth. While manufacturers often pay lip service to partnership, many distributors feel they are treated merely as sales tools, used when convenient and discarded when not. This article, written from a small distributor's perspective, argues that most manufacturers view distributors as tools rather than true partners.
New DistributionBeware! Aggressive Distribution Has Risks—Dealers Should Not Rush!
For dealers, distribution is crucial because only by moving products from warehouse to retail outlets can sales opportunities arise. However, successful distribution requires clear goals, careful planning, and effective execution, yet risks remain, and many dealers only realize failures after the fact. This article analyzes the causes of distribution failure through a case study.
张宇From the Bang Xiaodian Case: Supply Chain Finance, Distributor Integration, and Integrated Warehousing and Distribution Are All Essential for FMCG B2B Platforms
On June 23, Zhao Bo, chief editor of this publication, interviewed Bang Xiaodian and had in-depth exchanges with its deputy general managers Xia Hongbo and Liu Li on the development model of FMCG B2B platforms. After visiting several mainstream FMCG B2B platforms in China, Zhao Bo believes that Bang Xiaodian has obvious advantages in three aspects: embedding supply chain finance, integrating distributor resources, and unified warehousing and distribution. Bang Xiaodian is a platform that not only allows purchasing FMCG products but also helps manufacturers operate their products, without disrupting the existing distributor landscape, and is built in alliance with distributors. In terms of operational services, Bang Xiaodian can help manufacturers with brand promotion, product distribution, outlet expansion, promotion execution, new product launches, and ordering meetings. For example, in product distribution, the platform can use online-offline integrated promotion to help suppliers expand their products to 2,000 small stores within one month.
New DistributionThree Steps and Nine Questions: Helping Distributors Hire Top Salespeople
For many distributors, hiring a good salesperson is harder than finding a good product, since products rely on people to sell. High turnover among distributor sales staff is a reality. While many factors contribute to turnover, the recruitment stage is often the starting point for unreasonable attrition. This article uses sales ability as the standard, based on the formula "sales ability = sales skills + work attitude + desire and motivation," to provide a practical recruitment plan.
王飞飞How to Become an Outstanding Distributor?
There are many distributors around us, but each has different sales methods. Becoming an outstanding distributor is not easy. This article explores key factors such as building relationships, delegating authority, clear positioning, learning ability, and innovative thinking. Understanding your strengths and weaknesses is crucial, as is leveraging resources and networks to succeed.
New DistributionWhen Disaster Looms, How Do Distributors Fight for Survival?
With mounting economic pressure, rising operating costs, and aggressive e-commerce platforms, many distributors are crying out that they can't hold on. They have long been squeezed by upstream and downstream partners, doing the work of laborers for razor-thin margins. The impact of e-commerce, conflicts between manufacturers and distributors, channel conflicts, and supply chain integration have all left distributors feeling marginalized by the times. A crisis triggered by external B2B e-commerce platforms...
刘莉Three Major Problems Plaguing FMCG Distributors and How to Solve Them (Cases and Analysis)
Distributors often complain about small markets, intense competition, difficulty in hiring, high demands from retail stores, shrinking profits, and increasing capital pressure. This article analyzes three representative problems: lack of systematic business awareness, how to gain a larger share in a small market, and the balance between volume and profit, providing cases and strategic advice.
New DistributionAssessing Distributors: Eight Dimensions to Determine Their Level!
The large-scale practical training course "Sales Manager Managing the Market: The July Battle" is now recruiting students! If you are a professional manager in the FMCG industry, struggling with poor performance, unresolved market issues, or not knowing how to operate in July, don't miss this online live course. For course dates and registration, click 'Read Original'. We can see that most distributors have been fighting on the front lines for years, somewhat like 'military generals' of mountain bandits. Many small and medium distributors are all-capable: delivering goods, collecting payments, negotiating, shipping, unloading...
方刚What Are Distributors Anxious About?
Pessimistically speaking, every boss's history is a history of suffering. What's worse, many bosses are still living in suffering or anxiety, and happy and long-lived bosses are rare. Whether you want to make money from bosses or cooperate with them, you should at least understand what problems they are anxious about, which can guide you in grasping customer status, communication mood, or even providing value-added services in the early stage. The following introduces several common problems that make bosses anxious: security, historical issues, transparency, mechanisms, personnel issues, and future planning.
潘文富First Steps as a Manager: A Small Trial, Impressive Results
In June 2014, the company insisted I develop the catering channel for herbal tea, and after a month of being a scapegoat, I resigned. By September, the manufacturer had replaced the distributor in B county of A city with a dealer, and a friend of mine took over. After several managers failed to improve performance in four months, he asked me to help. In the first month, I followed the sales routes daily, observing and analyzing, but didn't participate in negotiations. After receiving my salary, I presented my analysis and strategy, focusing on a single product (large peanut milk) for the wedding banquet season, adjusting policies to undercut competitors, and successfully boosting sales by 120,000 yuan, making it the top-selling product in the region. In December, I organized a large order conference, leveraging the manufacturer's additional channel funds, achieving 600,000 yuan in sales, six times the previous period, and causing the main competitor's sales to plummet by two-thirds.
丙哥How to Cure the Disease of Unauthorized Price Cuts by Secondary Distributors?
Some secondary distributors, in order to meet sales targets set by dealers and leverage dealer policies to drive volume for other products, repeatedly cut prices, sometimes even below the factory price, which troubles many beverage dealers. The unauthorized price cuts by secondary distributors disrupt market order and harm the product's lifecycle, stemming from unreasonable price systems, sales policies, and channel width. To address this, companies and dealers should control profit sources and strengthen market supervision.
New DistributionShuanghui Opens Bank to Lend to Distributors
Shuanghui Group's long-planned finance company has been officially approved, allowing it to lend to distributors. With its abundant cash flow, the finance company could become a new profit source for the group.
New DistributionRecruitment, Management, and Retention: How Can Distributors Solve Their Assessment and Management Difficulties?
Distributors face challenges in assessment and management, including reliance on senior staff with lenient management, seasonal staff shortages, lack of process-based performance metrics, and difficulties in penalizing underperformers. The article outlines common pitfalls to avoid and describes four stages of distributor management evolution: the 'big pot' stage, commission-based stage, contract stage, and business unit stage.
方刚How Beverages Can Dominate the Best Point-of-Sale Spot: The Cooler
In the summer, the cooler is the ultimate point-of-sale location; whoever controls it controls the market. By using a clever combination of surprise inspections and water giveaways, a distributor successfully got retailers to voluntarily stock his product in the cooler, leading to explosive sales and market dominance.
快消小强How Distributors Can Innovate Their Profit Models
A hen and a pig plan to open a restaurant selling ham and eggs, with the hen providing eggs and the pig providing ham. After reflection, the pig decides to back out, feeling the profit model is unfavorable—no future, only danger. Profit model, or business model, is about 'what to do to earn whose money.' Innovation is harder to discuss, but the aim is to explore business development possibilities, as each distributor's situation differs.
王烈Distributors | Are High Sales Costs All the Fault of Van Sales and Visit Sales?
Almost every distributor starts with van sales in the early days of their business. In a sense, van sales is the simplest and most practical sales model, where salespeople carry goods in vehicles to visit customers, sell and collect payment on the spot, and handle tasks such as posting promotional materials, product display, and customer complaints, making management relatively easy for distributors. However, as labor, fuel, and vehicle costs continue to rise, and competition among homogeneous products intensifies, higher demands are placed on distributors' terminal operations. Many distributors complain that van sales costs are too high and inefficient, but the root cause lies in the inherent drawbacks of the van sales model. So, how should distributors adjust and improve their sales models to maximize profits?
张宇How Markets Get Killed: A Tribute to the Markets That Have Been Through the Wringer
In 2015, many FMCG companies saw poor sales performance, with the worst suffering significant declines and the better ones barely maintaining sales while facing losses. Amid the downturn, some excellent companies achieved growth, but at sharply reduced rates and profit margins. The media began to warn of the largest wave of layoffs in history. The growth rate of total retail sales of goods slowed dramatically in 2015, with more monks and no increase in porridge, putting even greater pressure on the surviving sales staff. Although the e-commerce wave has been strongly eroding traditional sales channels in recent years, offline channels still account for about 80% of the consumer goods market, so FMCG companies continue to seek ways to complete sales tasks offline.
杨挺How to Classify and Define the Many Types of Distributors?
Choosing a distributor is a required course for every marketing manager, and finding a suitable one is a coveted goal. However, in practice, distributors play both angel and devil roles, making them deeply loved and hated. The selection of distributors is often proportional to brand strength, with strong brands setting high standards and weak brands having low thresholds or no choice. This article categorizes distributors from various perspectives to help managers understand their options.
方刚New Product Launch: What to Do When Employees Say the Price Is Too High?
Companies want to launch new products, but salespeople are the opposite—they fear new products the most. Why? Although new product launches can increase salespeople's volume, companies will undoubtedly keep raising sales targets. Before launch, salespeople must use their visit time for market research, surveying terminals, distributors, competitors, and consumers, and follow the orders of the "lazybones" in marketing who never go to market. During launch, they bear the burden of blanket distribution, and if products don't sell well, they face blame and must handle inventory. In short, nothing about new product launches is good for salespeople, and if it fails, it's even worse. Moreover, salespeople fear high prices most, as early adoption is tough. So what should they do?
谭长春Stop Asking Me How Distributors Pay Their Employees—Here's Everything You Need!
Most distributors design compensation primarily based on cost and the minimum acceptable salary for sales staff, rarely considering incentives. This article explains why employees work and how to motivate them, offering a comprehensive guide to designing an effective compensation system.
New DistributionSales Not Improving? Look Beyond Symptoms to Root Causes
When all work is done but sales do not improve, the cause must lie in the work itself. To boost sales, focus on five key aspects: correct direction, thorough execution, proper timing, systematic approach, and sustained effort.
杨永华How Are FMCG Distributors Being Killed by B2B?
This article discusses how B2B platforms are disrupting traditional FMCG distribution by using strategies like price parity, value-added services, and eventually taking over small retailers, leading to the demise of traditional distributors. It outlines a four-stage process and warns that distributors must adapt or be eliminated.
赵波A Practical, Down-to-Earth Daily Management Handbook for Small and Medium Distributors
This handbook offers practical advice for small and medium distributors on managing key employees, delegation, cost-cutting, diversification, recruitment, and other daily challenges. It emphasizes retaining core staff through shareholding, avoiding unnecessary expenses, and maintaining transparent and consistent policies.
New DistributionTen Rules for Regional Managers: Eliminate the Weak, Win the Strong
Regional managers are grassroots managers in the marketing team, managed yet managing, and are the closest to the frontline as both managers and executors. To avoid being eliminated by the company and the market, they must follow ten rules to eliminate weaknesses and win in the workplace.
郭 旭