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After Gaokao, How Can Baijiu Distributors Seize the Opportunity of Banquets?
With around 9 million students taking the 2016 Gaokao, many families will host banquets to celebrate college admissions or thank teachers, with an estimated half occurring in July and August. This article suggests three strategies for baijiu distributors to boost sales at these events: information collection and rewards, effective media promotion, and attractive promotional policies.
赵海永All Dealer Operational Problems Can Find Answers Here!
This article discusses the six major areas of daily operations for building materials dealers: product, terminal, channel, promotion, service, and management. It emphasizes that all operational issues can be addressed within these six areas, and provides detailed insights into the first three, along with practical advice on promotion and service.
李月明Standard Operating Guidelines for Channel Stock Pressure
Stock pressure is a required course for sales personnel. Before peak season or new product launches, almost every manufacturer habitually pushes stock into the channel. However, while some succeed brilliantly, others fail miserably. This article analyzes the blind spots in four common stock pressure tactics—dealer pressure, order pressure, ride-along pressure, and blitz pressure—and offers self-check points for promotion, pricing, and channel management to avoid pitfalls.
方刚Mastering Terminal Sales: Analyze Three Factors, Master Four Principles, Implement Five Countermeasures, and Check Six Points
This article is excerpted from Mr. Fang Gang's book "What FMCG Veterans Do: Regional Manager Playbook". The terminal sales management model is sales = number of terminals × turnover rate × number of SKUs. To achieve terminal sales, three key factors (occupancy rate, control rate, visit rate), four principles, five countermeasures, and six inspection points are discussed.
方刚Channel Promotions: Why Do They Fail to Please Despite Offering Profits? Why Bumper Harvests Don't Translate to Bumper Gains?
This article examines why channel promotions in the FMCG industry often fail to yield expected results, despite significant investment. It argues that the root cause lies not in the promotions themselves but in the lack of management capability, brand strength, and market foundation, leading to a situation where companies 'intensively cultivate' but cannot 'fine-tend', and 'reap bumper harvests' but not 'bumper gains'.
方刚Master Kong's Performance Slumps, Dealer Enthusiasm Dampened
Master Kong's performance suffered another 'Waterloo'. On May 26, Master Kong Holdings released its Q1 2016 results, showing total revenue of approximately $2.1 billion, down 9.54% year-on-year, and net profit of approximately $73.5 million, down 45.02%. The instant noodle business saw sales of $842 million, down 15.82%, and net profit of $48.661 million, down 48.34%, while the beverage business net profit fell 40.16%.
黄荣How Distributors Can Plan Their Operations Management, with Full Set of Policies for Download
Distributors play a crucial role in the circulation of goods, despite challenges from changing consumer demands, channel diversification, and e-commerce. Their operations management is simpler than manufacturers' but requires careful planning to avoid risks and ensure healthy growth. This article outlines a six-part framework for distributor management planning, including vision, positioning, strategy, marketing, branding, and daily policies, based on a real consulting project.
冯学金Distributors Really Can't Hold On Much Longer
A visit to a county-level FMCG distributor chamber revealed that 2 out of about 20 members had recently given up, and this is not an isolated case. The reasons include lack of hope, manufacturers' excessive inventory pressure, and failed transformation attempts. The article argues that distributors' collective plight stems from stagnant sales, lack of new strategic products, rising labor costs, and especially manufacturers' inventory pushing, which is the last straw. It suggests that transformation, such as adopting SaaS systems for visit-based sales and B-end platforms, and shifting from corporate to platform-based operations, can help distributors survive and thrive.
刘春雄Laocunzhang Liquor Distributors Suspected of Commercial Bribery Investigated by Puyang Industry and Commerce Authorities
On June 1, a reporter learned from the Puyang Municipal Administration for Industry and Commerce in Henan Province that, in order to maintain normal market competition order and protect the legitimate rights and interests of enterprises and consumers, the Puyang industry and commerce authorities, in accordance with the unified arrangement of the Provincial Administration for Industry and Commerce, launched a crackdown from that day until June 25 across the city on distributors of Laocunzhang liquor suspected of commercial bribery, signing exclusive agreements, and other unfair competition practices. It was reported that recently, the Henan Provincial Administration for Industry and Commerce received a complaint from Heilongjiang Longxiang Jiayuan Liquor Co., Ltd., stating that distributors of Laocunzhang liquor in many places in Henan Province, under the instruction of their superiors, used commercial bribery, formatted exclusive contracts, and purchasing competing brand products to restrict terminal retailers from selling Longxiang Jiayuan liquor, causing serious adverse effects and significant economic losses to the company and its distributors.
雕爷Products Not Moving, Teams Hard to Manage: What Should a Regional Manager Do?
This article is excerpted from Mr. Fang Gang's book "FMCG Veterans All Do This: Regional Manager Playbook." It addresses two common problems: products not selling and teams being difficult to manage, offering self-check tools and management strategies.
方刚Preparatory Work for Distributors After Building Their Own Platform
This article discusses the preparatory work distributors need to do around their self-built platforms, using theory and real cases. Case 1: Hexing Huike, the leading regional e-commerce brand in Inner Mongolia, with over 100 upstream partners and about 1,000 active outlets in Baotou. Case 2: Tiantianmai, the first e-commerce platform focusing on Nanjing, with 5,000 offline outlets and monthly turnover exceeding 20 million yuan. The article then details three key aspects: organizational, warehousing and distribution, and technical support.
季化培Company Not Authorized, Distributor Opens Taobao Store Privately: How to Manage?
Distributors open online stores for various reasons, but with the shift in e-commerce traffic stages, unauthorized online selling disrupts the market. This article outlines methods to catch and manage such activities, and proposes a five-step approach to integrate these online sellers into the official system.
黄润霖The Quietly Aging Post-70s Generation—This Article Is Dedicated to All Post-70s Distributors
This article is dedicated to our dear distributor friends born between 1970 and 1979. As we look back, we still imagine being 18, but we are almost 40. We used to be full of energy, running the market door-to-door without feeling tired, but now with cars and careers, we have lost that passion. We used to work tirelessly for a single deal or customer, but now a phone call or text message suffices, yet we have lost our youthful recklessness. As our businesses grow, we feel more tired and find it hard to regain a sense of achievement and satisfaction.
New Distribution10 Wrong Mindsets in Distributor Market Operations
Distributors are the builders of a company's market channels and terminals, and strategic partners in product sales. A professional distributor team is crucial for a company's rapid development, while a poor one can hinder it. This article lists ten common mistakes distributors make in their operations, as identified by marketing expert Guo Han Yao, and emphasizes the importance of training and communication to build a successful distributor network.
New DistributionWonder Sun and Distributors at Odds: What 'Unspeakable Content' Happened Between You?
As the milk powder price war intensifies, Wonder Sun alone has raised prices across the board. Although the company denies this, distributors insist they are increasingly struggling. What exactly happened between Wonder Sun and its distributors?
New DistributionDistributors Venturing into B2B Platforms Must 'Shop Around'!
This year marks a breakthrough for internet transformation in the FMCG industry, with Alibaba and JD.com entering traditional supply and distribution, and numerous B2B platforms emerging, all claiming to overturn the existing landscape. Chinese FMCG distributors face pressure from both ends, earn razor-thin profits, yet are criticized for inefficiency, prompting a mix of attempts to bypass, integrate, disrupt, or optimize them, leaving many distributors confused and anxious about being marginalized.
赵波10 Standard Actions for Distributors to Evaluate Manufacturers
Distributors choosing products is not a new topic, with many experts providing advice. This article focuses on how distributors can assess a manufacturer's strength and credibility through 10 specific details, such as the gatehouse, restrooms, and employee welfare, to make informed decisions.
吕庭华、王琪奇When the Struggling Distributor Meets the Helpless Manufacturer: How to Play the Drama of a Harmonious Partnership?
In the manufacturer-distributor relationship, the manufacturer often assumes a more important role, yet many companies believe they understand their distributors and set rules arbitrarily, leading to issues like bullying, betrayal, or arrogance. This article explores the real needs and fears of distributors, and provides strategies for building a strong, mutually beneficial partnership.
张枫20 Business Reports Distributors Should Review Monthly, with Download
Distributors with sales between 10 million and 30 million yuan are at a critical juncture. As business scales, management becomes complex, and traditional methods fail. This article provides 20 essential business reports to help distributors track performance, manage receivables, and make informed decisions.
New DistributionBecause of the Robbery Mentality, Some B2B E-commerce Platforms Are Defeated Before They Even Start
B2B e-commerce only emerged in 2015, yet by 2016 some platforms had already failed. The more aggressive they were, the faster they failed, and bad news keeps coming. From their actions, their failure is unsurprising. If the logic is wrong, defeat is inevitable. The root cause is the robbery mentality. There are two main forms of robbery: cross-regional channel stuffing with low-price promotions, and coercing distributors or allying with some to rob others. Such actions either provoke resistance from local distributors or lead to rapid collapse due to excessive spending. B2B platforms should change their approach before it's too late.
刘春雄Distributors Doing B2B: Build Their Own Platform or Join a Franchise?
This article analyzes the pros and cons of distributors building their own B2B platforms versus joining existing ones, and advises them to accurately assess their own capabilities and market conditions before deciding. It also announces an online salon on the topic.
赵波Up at 4 AM, Working Over 100 Hours a Week: How Hard Do the Big Shots Work?
This article highlights the extreme work ethics of several business magnates, including Elon Musk, Wang Jianlin, Li Ka-shing, Robin Li, and Bill Gates, who are known for their long hours and early rising. It also lists the morning routines of various CEOs, emphasizing that success often comes from relentless hard work and discipline.
正和岛Eight Prohibitions for Regional Managers in Conduct
Tomorrow at 8 PM, this platform will host an online salon sharing session in a WeChat group titled: "What Preparatory Work Should Distributors Do Around Building Their Own Platform?" Interested friends can long-press the QR code at the end of the article to register for free and participate in learning. When adding, please reply with the keyword: Learning. First conduct, then work. Conduct is an art; work is a science. As the cornerstone and image ambassador of the company, how should regional managers grasp the art of conduct to win the mutual trust of distributors and the company, and carry out business efficiently and effectively?
New DistributionHow Distributors Can Manage Post-80s and Post-90s Employees: 4 Shifts to Improve Performance Management Efficiency!
Born in the E-era, the post-80s and post-90s have become a vital force in the workplace, but their behavior often troubles companies: they may not show up after recruitment, leave soon after joining, underperform after staying, resist authority when capable, and refuse to work when obedient. They are seen as lacking tact, discipline, and obedience; having ideas but no execution, enthusiasm but no patience; high IQ but low EQ and weak interpersonal skills; reluctant to take responsibility but eager to collect salaries, with more complaints than positive energy. These sharp criticisms seem to put them on trial. Indeed, their unique upbringing has shaped their distinct personalities, but every generation has its own rebelliousness and strengths, just expressed differently. The new generation marks a shift from 'serious work' to 'happy work', challenging traditional management methods. So, how should distributors design performance appraisals for post-80s and post-90s employees? The following four shifts may provide useful insights.
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