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Browse 3710 New Distribution articles about Dealer Operations.
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3710 articles · Page 109 of 155
Eleven Incurable Diseases of Chinese Enterprises!
This article outlines eleven common brand management failures in Chinese companies, using examples like Wuliangye's brand overextension and the short-lived success of products like Shangwutong, to illustrate issues such as lack of brand planning, short-termism, and weak brand support.
朱玉童18 Tips for Getting Along with Secondary Distributors
This article, written by Pan Wenfu from Senpan Consulting, discusses how distributors can effectively manage their secondary distributors. It covers understanding secondary distributors, shifting from rigid management to cooperative partnerships, and gradually implementing control measures to secure market dominance.
潘文富Distributors Must Follow These 4 Iron Rules to Avoid Transformation Traps!
Based on interviews with distributors at the Chengdu Sugar and Wine Fair, this article addresses their confusion about B2B e-commerce channel restructuring and provides a methodology for safe and stable internet transformation, emphasizing four key principles: staying true to one's core business, cost awareness, user-centric thinking, and sharing mindset.
寇尚伟7 Signals from Manufacturers That Spell Trouble for Distributors
Distributors should be alert to seven warning signs from manufacturers, including the resignation of the marketing director, changes in regional managers, frequent policy changes, delayed expense reimbursements, excessive new product launches, unstable product quality, and increased pressure to stock up. Each signal indicates potential problems that could negatively impact the distributor's business.
New DistributionFrom the Current Problems of Alibaba 1688 Retail Link Project: What Pain Points Should Internet + Distributors Solve?
The article argues that Alibaba's 1688 Retail Link project is currently failing due to a mismatch between the platform model and the realities of FMCG distribution. It suggests that internet-based distributors should focus on three value points: reducing channel costs, improving store sales and profits, and monetizing store traffic online.
张陈勇2016 FMCG Channel Transformation Year: Transform or Die!
China's current logistics and distribution system is backward, chaotic, and lacks integration. No modern, professionally managed large-scale logistics distribution enterprise has yet emerged in the Chinese market. It is inevitable that the post-WTO landscape will bring about new changes. But will we change through internal awakening, or only after suffering heavy blows and paying a painful price? Let's wait and see. In the channel network, wholesalers at all levels have low quality, poor management, and backward business awareness. Many distributors were originally operators in wholesale markets, made heroes by the times, but the heyday of wholesale markets is over. Many wholesalers fail to transform their functions, change from sedentary merchants to itinerant ones, lack corporate management awareness, focus only on immediate gains, have no brand awareness, do not build networks, do not maintain terminals, and lack scientific inventory management, data management, and customer information management, let alone regional strategic planning.
New DistributionNew-Style Pyramid Schemes: More Powerful Than You Can Imagine! Do You Still Believe in Free Lunches?!
This article exposes new-style pyramid schemes, which are more powerful than you can imagine, and asks whether you still believe in free lunches. It reveals common types of pyramid schemes, including financial, tourism, e-commerce, national project, counterfeit direct selling, fake charity, and elderly care schemes, and provides guidance on how to identify them and distinguish them from legitimate direct selling.
New DistributionTaking the Pulse of Distributors: Is Your Company Engaging in Pseudo-Corporate Management?
During training sessions with distributors, I often observe two interesting phenomena: some distributors register a company but don't know how to proceed with corporate management; others implement corporate management but only superficially, with a shell but no substance. This article explores why distributors struggle to implement true standardized corporate management.
崔自三In the B2B Era, How Should Distributors Upgrade Their Core Value?
As a model of B2B, HuiCong is a pioneer, but its current development is awkward; Alibaba's 1688 has not succeeded but is not dead, having cooked half-cooked rice; JD.com's new "New Channel Business Unit" this year is inevitably seen as a speculative move to try elsewhere when at a disadvantage in the B2C market. Any innovation, including business model and channel model innovation, must bring value to society, otherwise it will die halfway. This value includes value addition, cost reduction, and good consumer experience. B2B as a channel innovation cannot violate this fundamental principle.
黄润霖The Era of Distributors Is Not Over, but the Distributor Mindset Must Change
When we talk with distributor friends in the market, many report that business is getting harder, with increasing pressure from sales, capital, warehousing, personnel, terminals, channel costs, and even the internet, leaving some feeling breathless. A common question is whether the era of distributors is coming to an end. In fact, while the entire Chinese economy is undergoing transformation and upgrading, it has not yet reached the point where the distributor era ends; the channel model operated by intermediaries may still have room for further development and will not easily come to an end. However, for traditional distributors, if they fail to change their mindset, it is highly likely that their own companies will reach the end, so distributor friends must have a sense of urgency and prepare for transformation and upgrading.
New DistributionDealers: Transformation Matters More Than Growth
In an era of civilizational change, transformation and change are paramount. The article argues that traditional 'big and strong' enterprises are dying because they fail to adapt to the new information civilization, and that dealers must prioritize transformation over growth, exploring new tracks and embracing cross-industry innovation.
刘春雄Why Isn't Your Market Growing? Find Out with These 7 Questions
Successful experiences are similar, but failures have various reasons. For distributors, why do sales not grow in their region despite the same products and promotions? This article reveals seven key reasons for stagnant regional sales and offers solutions.
New DistributionBe True to Yourself, Play Your Role, and Strive to Be a First-Class Distributor!
This article explores the direction, plans, and methods of FMCG operations, analyzes development trends, and discusses how distributors can seize favorable opportunities to break through in the current market economy. It categorizes distributors into different types based on their stage of development, offering advice on self-positioning, avoiding being influenced by employees or retailers, product selection, and building a robust distribution system.
文玉食品赵正强Dealer Product Management: Master These Tables and Everything Will Be Clear
Many dealers, especially traditional FMCG dealers, rarely use data management tools in their daily operations, leaving them unaware of which products are profitable, which are losing money, and which have no market potential. Even dealers with large scale, good profits, professional teams, and monthly inventory and asset checks may still lack professional management. Based on over a decade of experience in the FMCG industry, the author shares several data management tools to help dealers.
曾文忠 陈行军Distributors, Don't Be Naive: Do You Really Think You Can Make Money from B2B Platform Transaction Fees?
Many distributors initially plan to build B2B platforms with the idea of profiting from transaction fees, but the author argues this is naive and unlikely to yield significant profits. The article explains why relying on transaction flow for revenue is flawed, and suggests that the real value of B2B lies in centralized procurement and distribution to reduce costs and increase sales.
赵波Eight Strategies for Expanding Your Market: Distributors, Take Note!
In the highly competitive FMCG industry, distributors must carefully analyze their resources and adopt tailored market development strategies. This article outlines eight proven strategies—from the 'Snowball' and 'Mushroom Picking' approaches to 'Rural Surrounding Cities' and 'String of Pearls'—to help distributors effectively expand their markets and build a robust distribution network.
师顺宽A Quick Guide to Distinguishing the Dizzying Array of B2B E-commerce Platforms: Which One Suits Distributors?
Last night, our official account invited multiple platform owners and guests with deep insights into FMCG and B2B to discuss and answer distributors' questions about doing B2B. If you're interested, read this article and the guests' viewpoints; it will give you a good answer. If you still have questions, add our editor's WeChat at the end to join the group for deeper understanding.
赵波Always Talking About Transformation, Do Distributors Really Know How to Do It?
Why should traditional distributors transform? Because of e-commerce? Because the wolf is coming? Wrong! Wrong! Wrong! Because the times have changed, users have changed, business models have changed, and manufacturing models have changed! 1. The change in business models—from division of labor to distribution. Have you ever thought about why you could make money before? Because of channels? Because you encountered good products? Because of high management level? ... In the author's view, these are only the necessary conditions for traditional distributors to make money, but in essence, it is the value brought by the business model. Starting from Adam Smith's 'On the Division of Labor'...
New DistributionHow Should You Present a Promotional Plan So That Distributors Will Listen?
Distributors are often lukewarm to promotional plans because they fear spending money without results. The key is to use numbers and details to structure the plan in four steps: derive sub-targets from the overall goal, break down each number, outline action plans, and include accountability measures. This approach builds trust and shows distributors a clear path to profitability, making them more willing to invest.
黄润霖Distributors Must Read: How to Conquer Township Markets
This article provides a practical manual for distributor teams to expand into township markets, based on the principles of 'Three Principles, Four Supervisions, Five Dos, and Eight Key Points.' It outlines a systematic approach to building teams, setting standards, creating model stores, and ensuring execution, drawing on real-world examples to help distributors tap into the vast potential of rural markets.
郭子涵Should Distributors Take on This Year's Hottest Product: Black Water?
Every year, one or two beverage products become hot in China's market; last year it was coconut juice, the year before that lactic acid bacteria drinks, and this year, fermented juice and black water are the topics. This article discusses the origins of black water, its marketing hype, and advises distributors to be cautious about carrying domestic knockoff versions.
赵波A Letter from a Manufacturer's Manager to Distributors: Please Read—"Essential Business Reading"
We've been dealing with each other for some time now. As the regional manager of the manufacturer and your friend, I've been in sales for 8 years. During our interactions, I've noticed some issues and formed some opinions. I've categorized distributors into three types and identified nine common problems. Let me share these with you, hoping they help and that our future cooperation will reach new heights. 1. Unclear self-awareness. Type analysis: A. Startup type: within 2 years in this industry. Advantages: young, energetic, and driven; have some customer relationships; mostly start after delivering goods for a while; can endure hardship. Disadvantages: insufficient funds, lack of good products, weak patience, confidence easily affected by unfavorable market conditions, and lack of experience in managing channels, warehouses, vehicles, etc.
武陵醉道After the Boom and Bust, What's Next for Pre-mixed Cocktails?
After explosive growth, pre-mixed cocktails saw a sharp decline in 2015, but for the category as a whole, this may be an opportunity to break down and rebuild. The market appears to have hit a bottleneck.
钱睿荪What Benefits Can B2B E-commerce Bring to Distributors?
Most distributors currently have limited understanding of B2B e-commerce and lack reliable information channels, leading to misconceptions about platforms. The author plans to organize a salon to address these doubts, with over 30 B2B platform CEOs/COOs already in the WeChat community. Distributors interested in B2B can join to learn and ask questions.
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