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20 Thoughts on Channels
Yunlian Channel Thoughts No. 1: Conceptual Understanding. A channel, as the name implies, is a pipeline or connection. What does it connect? One end is the manufacturer or brand owner (sometimes they are different entities, such as in OEM and ODM arrangements), and the other end is the consumer. In the connecting pipeline between these two points, there are countless stories, forms, models, and personalities, which we will gradually consider. The first issue encountered is what is being connected. Generally speaking, the entire process and all links of physical products flowing from the manufacturer to the final consumer are called channels, hence the emergence of various classifications and terms such as agents, wholesalers, secondary wholesalers, deep distribution distributors, terminal retailers, KA retailers, traditional grocery stores, special channels, closed channels, youth channels, entertainment channels, township channels, and so on, which we will analyze slowly in the future.
韩秀超Import Food Distributors Have Selling Skills! Tackle Five Major Challenges One by One!
In recent years, imported food has accounted for an increasing proportion of domestic consumers' dietary consumption, which puts more pressure on importers and distributors to sell. This article provides a comprehensive analysis of several major problems that distributors may encounter in actual operation. 1. How large should the first order be? Factors to consider include: whether the product has a market; who it will be sold to (for example, if the company has 800 sales outlets, how many can sell it and how many cannot); how long it will take from initial distribution to volume sales; and whether there is sufficient financial support for turnover.
New DistributionCountdown to Spring Festival: 9 Factors and 1 Rule to Help Distributors Decide How Much to Stock
For holiday stocking, many distributors have had frustrating experiences: due to poor planning, they run out of products at the peak of sales, missing out on profits; conversely, some overestimate the market and stock too much, leading to overstock and post-holiday losses. Thus, finding a balance is crucial. This article analyzes nine factors affecting holiday sales and introduces the 1.5x safety stock rule to help distributors determine optimal stock levels.
JDB培训How Long Can the Quick Money of Small FMCG B2B Platforms Last?
Recently, many distributors have been asking me on WeChat: 'A platform called XX approached us, saying they can help us sell products online. Do you think this is feasible?' The XX platform they mention is the FMCG B2B e-commerce platform that has become incredibly popular lately. Given that the views in this article are too subversive and negative, I won't name specific platforms, but this article is a warning to distributors: e-commerce is booming, but don't be overly optimistic about entering the market. Overall, the current operating model of domestic FMCG B2B e-commerce platforms is...
赵波As Giants Like JD and Alibaba Enter Traditional Distribution, Where Should Distributors, the Targets of 'Disintermediation,' Go?
I want to share my views from two points: 'trend' and 'task.' 'Trend' refers to the development trend of e-commerce, and 'task' refers to distribution. First, let's analyze the essence of e-commerce platforms. Both B2C and B2B e-commerce aim to shorten the channel, but what's the difference? See the figure below: B2C platforms want to shorten the path between brands and consumers, while B2B platforms...
董阳B2B E-commerce PK: 'Remove Distributors' or 'Strengthen Distributors'?
The current state of B2B e-commerce: there are over 1,000 platforms nationwide, with 4-5 in each county. Following Alibaba's investment in B2B, JD.com has also entered the field, signaling an impending B2B battle. B2B e-commerce has split into two camps: centralized platforms like JD and Taobao, which aim to remove distributors, and distributed platforms, which are currently popular and center on distributors. These two models are now in direct competition, and the question is which will succeed.
刘春雄Liu Qiangdong and Jack Ma Enter the B2B Arena: What Are They Really Up To?
Jack Ma's announcement in late 2015 that 1688 would pursue cross-border e-commerce was not news, as it was the 'unfinished business' of Alibaba's two major strategies for 2015. Liu Qiangdong's announcement that he would enter the B2B sector, and personally oversee it, was news, but his stated reasons were puzzling. If Ma and Liu's previous C-end e-commerce 'disintermediation' removed all middlemen to reach consumers directly, then this new B2B wave only removes agents (distributors) while retaining retail stores. If the benefit to C-end consumers was 'cheapness,' then what is the benefit to retail stores in their B2B efforts?
刘春雄Two Types of Distributors That Will Never Grow Big
One type of distributor who will never grow big is the hands-on owner who does everything personally, from delivery to collection. Such a distributor can effectively manage no more than 120 clients directly, and with helpers, the total is usually under 300, with no more than four delivery vehicles. Another type is the absentee owner who delegates everything to family or hired managers, only caring about profits. By the time they realize profits are falling, the market is beyond repair.
赵正强Year-End: Dealers Should Craft Effective Promotions to Achieve More with Less
Promotions are a powerful sales booster, but they usually cost money. Dealers naturally want to spend less and achieve more, so every manufacturer hopes to get the best promotional results with minimal investment. Since in-store promotional resources are scarce, retailers will try to raise the promotional threshold to extract more benefits from dealers. Therefore, regardless of whether the dealer's promotion has budget support, the retailer's buyer will assume the dealer has funds available. This is both a negotiation strategy and a tactic. Thus, dealers must design their promotional plans from the buyer's perspective, using scarcity to heighten expectations and employing trade-offs to reduce costs.
New DistributionHow to Plan Territories (Routes) for Sales Representatives?
A sales territory is a group of existing and potential customers assigned to a salesperson, sales department, distributor, or dealer for a certain period. A good sales territory consists of consumers who are able and willing to pay. Factors to consider when designing a sales territory include clear objectives, boundaries, and market potential. The process involves selecting control units, determining basic territories, and arranging visit routes.
New DistributionDistribution in County and Township Markets: To Distribute Goods Well, First Distribute 'Hearts'
Salespeople often encounter awkward situations during distribution: first, county and township distributors are increasingly picky, making it harder to accept new product distribution, sometimes failing entirely; second, even if products are placed on shelves out of respect for the dealer, they don't sell and gather dust. In actual market operations, such cold receptions are common. Distribution is the prerequisite for FMCG, especially new products, to enter county and township markets and successfully achieve the 'daring leap from commodity to money.' But why do these strange phenomena occur—products not being distributed, or even if distributed, not selling?
崔自三How Should Distributors Run Their Year-End Ordering Conference to Boost Customer Relations, Collect Advance Payments, and Increase Stock Pressure?
For FMCG distributors operating in regional markets, the two annual ordering conferences—typically held before Mid-Autumn Festival and before Spring Festival—are crucial, with the year-end one before Spring Festival being the most critical. A single Spring Festival ordering conference can collect advance payments accounting for over 30% of annual sales. This article, based on the author's experience organizing such conferences for Huiyuan Juice and Prince Milk, provides guidance for manufacturers and distributors on how to run these events effectively.
胡伟Distributors: Solidify the Foundation to See Sales!
This article emphasizes that distributors must first analyze market conditions and their own capabilities to identify opportunities and weaknesses. It then guides them in setting scientific goals and creating comprehensive operational plans—covering team, network, promotions, and more—to steadily increase sales and achieve success.
赵正强What to Do When Distributors Don't Cooperate?
The essence of management is service. Distributor management is likewise about reasoning rather than control; aligning the cooperation needs between manufacturers and distributors, finding common ground, and promoting win-win cooperation is the true essence of distributor management. The ultimate goal of managing distributors is to help them succeed.
New DistributionHow Should Distributors Formulate Their Strategy and Planning in 2016?
For distributors, formulating their own strategy and planning essentially means understanding a fundamental principle: what is their future mission or task? That is, what is their future value proposition, and what goals do they aim to achieve in the coming period? In short, strategy is about doing the right things; with the right direction, distributors can then develop their tactics and plans accordingly.
崔自三Three Steps for Distributors to Develop the Market
Stable market growth is more important than anything else. Distributors need sales, market share, and profit, but they need them to be stable. The process from developing a new market with a new product to forming a stable market generally goes through three stages: single product breakthrough, forming a product group, and forming a product structure.
New DistributionHow Should Distributors Cleverly Distribute Year-End Bonuses?
A case study: Lao Zhang, an FMCG distributor, feels anxious every year when distributing year-end bonuses, not because he is reluctant to give them, but because after each distribution, some employees, including key staff, resign. This article analyzes the reasons and provides practical tips on how to distribute year-end bonuses effectively, such as maintaining confidentiality, splitting bonuses, considering seniority, combining material and spiritual rewards, and choosing appropriate timing and locations.
崔自三Survival Strategies for Distributors in a Sluggish Market
Business is rarely smooth sailing, and various problems are normal. In the commercial field, any problem can be solved technically, but the core is the cost of solving it. Before solving a problem, one must understand the problem behind the problem or its core. What is the ultimate goal of doing business? Simply put, it is to make money. Money comes from two directions: increasing revenue and reducing costs. Money earned through external operations is called increasing revenue, while money saved through internal management is called reducing costs. Of course, the main focus of current bosses is still on...
潘文富How Can Food Companies Enhance Distributor Loyalty in the Era of Low Margins?
After over three decades of development, China's distributor class has gradually matured, evolving from provincial-level to municipal-level and now county-level general agents nationwide. However, with the increasing maturity of marketing networks and highly developed logistics, distributors suddenly find business increasingly difficult, with declining profits severely impacting their enthusiasm for continued investment. To address this, production enterprises must adjust distributor profit structures through measures such as rational pricing systems, avoiding channel overlap, innovating product structures, and flattening distribution channels.
梅明平How Distributor Bosses Should Handle Annual Budgeting and Control in 2016
At the end of the year, it's time for summaries, reviews, and planning, with expense budgeting in full swing. Besides performance, expenses are a crucial part of daily management. Many distributors complain that store expenses are insufficient, but do they know the actual returns? This article discusses how to determine store expenses, create effective budgets, and control expense loopholes.
黄静How Can Distributors with 1000-1500万 Sales Break Through Growth Bottlenecks? Attached: 38,000-Word Distributor Internal Management Process Template for Download
Recent research in county markets with populations of 600,000-900,000 in Henan, Hubei, and Guangxi reveals that distributors with annual sales of 10-15 million are hitting growth bottlenecks, with sales declining in 2014-2015. Common issues include small teams of relatives, poor internal management, reliance on a few brands, and lack of professional marketing and management skills. The article suggests phased reforms: first, establish financial and inventory systems; second, improve terminal market performance and team evaluation; third, adjust product structure and implement budgeting. It emphasizes that growth beyond 15 million requires management efficiency, not just selling.
赵波90% of Companies Have the Wrong Inventory Management Logic
This article discusses common mistakes in inventory management logic, including focusing only on absolute inventory rather than relative inventory, focusing only on total inventory rather than effective inventory, and focusing only on the present rather than future predictions. The core purpose of inventory management is not to avoid stockouts but to maximize future sales by continuously supporting product availability.
黄成明Zhu Danpeng: How Can Distributors Avoid Becoming 'Shocked Merchants' When Selecting New Products?
As market economy reforms deepen and competition intensifies, industry segmentation has become inevitable, and innovation across sectors is a defining trend. But is 'new' necessarily 'good'? Ultimately, consumers decide. Looking at the development of China's FMCG industry, the biannual sugar and wine fairs are a microcosm: thousands of new products debut each session, some winning consumer favor, others being rejected or slowly accepted. Thus, distributors—the frontline support for manufacturers—experience mixed fortunes. Why? How can they avoid becoming 'shocked merchants'? The author offers 13 principles based on years of experience.
朱丹蓬Countdown to Spring Festival: 9 Factors and 1 Rule to Help Distributors Decide How Much to Stock
For holiday stocking, many distributors have had frustrating experiences: due to poor planning and insufficient stock, they run out of products at the peak of sales, missing out on profits; conversely, some overestimate market conditions and stock excessively, leading to overstock and forced clearance after the holiday. Thus, holiday stocking requires a balance. This article analyzes nine factors affecting holiday sales and introduces the 1.5x safety stock rule to help distributors determine optimal stock levels.
崔自三