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8.5 Billion, Li Yongjun and the Legendary 'Xizhilang'
A giant in the industry that started with 400,000 yuan, a low-key and silent entrepreneur, who built the world's largest jelly kingdom in 22 years of entrepreneurship. Currently, it has established over 40 branches and offices nationwide, with more than 1,000 distributors and tens of thousands of sub-distributors, and its sales scale reached 8.5 billion yuan in 2014. The legendary Xizhilang, upon entering the market, cleverly targeted the children's market. It first built the brand, then marketed, shifting from selling products to selling the brand. However, Xizhilang is somewhat mysterious, with almost no reports about it in newspapers, media, or websites.
神厨老九What Conditions Must Manufacturers Meet for Dealers to Cooperate with Confidence?
Dealers generally report that market competition has intensified and terminal costs keep rising. Most manufacturers transfer marketing work to dealers, some even just ship goods to dealers' warehouses and then ignore them. Manufacturers focus on product R&D, emphasizing products over marketing. A dealer said that dealers not only care about profits but also need manufacturers' marketing support. If manufacturers do these things well, dealers will cooperate with confidence. First: help dealers with market strategic planning. Most dealers, due to limited education and lack of professional sales training, rarely engage in strategic planning for their brands, focusing only on short-term gains. This is fatal for brands. Therefore, manufacturers should conduct detailed market research and jointly formulate market development strategies with dealers.
New DistributionHow to Drive Sales in the Off-Season
In interactions with distributors, the most frequently reported issue is that products are not moving or are moving slowly. Understanding the market is more important than finding new products, and finding the right breakthrough points, matching distribution, and terminal recommendations are key to driving sales.
朱志明Economic Downturn, Tough Business: How Can Regional Distributors Save Themselves?
Teacher Pan Wenfu will launch the industry's first live training course on distributor internal operations management on the WeChat public platform on November 15. This platform is one of the first to broadcast the course. Distributors who want to improve their business management but cannot spare time for on-site training should not miss this opportunity. We have prepared several topics for this course, and distributors can vote according to their needs. We will select the most voted topic for the live broadcast.
潘文富Five Strategies for Distributors to Build a Marketing Iron Army
The first strategy is to improve systems: small companies rely on the boss, medium companies on management, and large companies on culture. As distributors grow, they must gradually improve their management systems. The second is strict assessment: assessment is key to ensuring the effectiveness of systems, covering goals, content, and results. The third is systematic training: training should become a habit and an investment, with strict evaluation. The fourth is effective incentives: material and spiritual incentives should be based on ability, responsibility, contribution, and work attitude, with sufficient differentiation. The fifth is building a strong corporate culture: culture manages comprehensively, guiding employees from a culture of compliance to a culture of mission, fostering team spirit and entrepreneurship.
New Distribution14 Business Analysis Reports Distributors with Sales Over 10 Million Must Review at Month-End (with Table Download)
This article contains 14 tables in total. Friends who need these tables can reply "tables" in the official account to get them. Sales reaching 10 to 30 million is the watershed between the "entry stage" and "formation stage" for distributors. After sales exceed 10 million, distributors easily encounter a situation: as business scale expands, personnel increases, links multiply, and markets deepen, original management experience no longer works, leading to confusion, low efficiency, and difficulty controlling many matters, suddenly feeling powerless. This passive situation is mainly due to the widening of management span without corresponding management tools, causing information failure and frequent problems in the distributor's decision-making system.
马兴强12-Month Annual Marketing Key Points of a Once-Successful Brewery
This is a distillation of the annual marketing process of a brewery that once had four branch plants and an annual output of over 500,000 tons. For many years, it followed this pattern, with only slight variations in details and emphasis each year, and the overall framework lasted for seven or eight years. It is called 'once successful' for two reasons: first, although these practices were not elegant, were criticized, and were rough and arbitrary, they supported the brewery in becoming a strong regional brand with cross-province plants and operations, meaning they were effective at the time; second, the brewery has long since exited the market, having been acquired at a premium by a first-tier brewery.
刘平Distributors, What to Do When You Lack Product Advantages
Although most manufacturers are confident in their products, this confidence alone is not enough; it must be shared by distributors, who are the first consumers of the products. While there are many ways to boost distributor confidence, such as increasing advertising and promotional investments, these methods are costly and time-consuming. A more practical approach is to leverage the quality of the sales team, selling the people first before selling the product.
潘文富Breaking: Jack Ma Enters FMCG Supply and Distribution, Alibaba to Bypass Distributors for Direct Store Delivery—This Time the Wolf Is Really Coming!
Yesterday, Feiyu posted an article titled 'Breaking: Alibaba Giant Enters FMCG Offline, How Long Can Traditional Distributors Survive?' mentioning that Alibaba officially launched its retail version of 1688 services, entering the traditional FMCG supply and distribution sector, bypassing distributors and secondary wholesalers to directly supply retail stores. The author's first reaction was shock, followed by fear, as this model, if successful, could completely disrupt China's retail distribution system and potentially eliminate the distributor industry that has existed for over 30 years.
赵波Starting Points and Pitfalls in the Corporate Transformation of Distributors
Pan Wenfu's 2015 public course "Distributor Internal Management" will be held on November 7-8 in Wuhan, Hubei. Interested distributors can see the detailed introduction at the bottom of this article. Although distributor bosses have registered companies and set up departments, offices, middle managers, and rules, the core of their operations and management remains at the level of a wholesale market. In short, they have the "shell" of a company but the "core" of an individual business. Now, upstream manufacturers and downstream terminals are changing, so having just a company shell is useless. After registration, the next step is deep corporate transformation to achieve true corporate operation, enabling effective connection with external partners and laying the foundation for networked, systematic, process-oriented, and standardized development.
潘文富Distributor Staffing Principles: Character First, Attitude Second, Ability Third!
In distributor management, cooperation between departments and individuals is inevitable, making the choice of employees and partners a real issue worth pondering. The principle is to prioritize character, then attitude, and finally ability, as these determine long-term success and collaboration.
New DistributionHow Should County-Level Distributors Be Managed?
For manufacturers, issues like county-level distributor instability, poor market operation capability, and low loyalty are common topics. However, these problems also occur with prefecture-level and provincial-level distributors, and current county-level distributors are essentially early-stage prefecture-level distributors. As for solutions, countless experts have repeated the same few approaches for over a decade without progress, leaving the root problems unresolved.
潘文富No Doubt, Distribution Channels Are Your Lifeline
Since running this public account for over a year, I've met many FMCG distributor friends nationwide. The most common topics they discuss include product evaluations, market viability, slow-moving inventory, cross-regional dumping, unmet sales targets, intense competition, and losing agency rights. Beneath these surface issues lies a common root: insufficient channel power.
赵波Distributors: Several Aspects to Pay Attention to When Signing Distribution Contracts
Currently, most distribution contracts signed between manufacturers and distributors are standard form contracts developed by manufacturers' legal and business experts, leaving distributors with little say and even the choice of contract terms dictated by manufacturers, often contradicting daily operations. This situation is objectively caused by both parties, as manufacturers hold significant power in regional markets while distributors focus only on direct benefits like price differences and rebates, neglecting price protection and market order. The article discusses common misunderstandings, traps, and principles for correctly signing distribution contracts.
王军庆Under High-Speed Pressure, RIO Loses Balance
Recently, RIO cocktails, which had been performing well, have been hit by a series of bad news. After inventory issues, the old problems hidden under its rapid development are also emerging one by one. Growth is slowing down, and the company has had to adjust its profit expectations.
淮纯菊Four-Step Rule for Improving Weak Markets
Markets are created, leading to differences between strong and weak markets. Weakness indicates problems that must be solved. A four-step problem-solving rule must be remembered: 1. Identify the problem, 2. Analyze why, 3. Determine how to solve it, 4. Verify the solution. For example, if your product struggles in the market, there may be four reasons.
New DistributionWahaha's Joint Distribution System Is Actually Somewhat Hollow
Wahaha's joint distribution system has been widely praised by media and experts, and even cited by Harvard Business School as a case of Chinese channel innovation. It is said that Zong Qinghou's victory over Danone was largely due to this system. Some experts even believe that the secret to Wahaha's sustained success lies in its joint distribution system, which they consider its core competitiveness. Many new FMCG entrepreneurs highly admire this system, attributing Wahaha's strong sales solely to it, and deifying the role of distribution channels. However, this mindset is dangerous and needs to be tempered with some cold water.
谭霁刚Counterattacking Internet+: A Dialogue with Business Magician Lao Shen
Business magician Lao Shen discusses how distributors can leverage Internet+ to break through. With rising costs, blocked distribution, and customer loss, the FMCG industry faces a harsh winter. On November 6, a heavyweight dialogue among 100 elite distributors seeks to find a way out, offering a free course valued at a million.
New DistributionYou Too Can Become an Expert! Building a New Type of Distributor Organization with Core Competitiveness
Due to manufacturers' flattening strategies and the growth of modern trade channels, traditional distributors face unprecedented pressure. Transformation and growth are urgent, but many distributors see only difficulties and lack direction. By identifying their core competencies and becoming experts in areas like product mix, pricing, channel management, market research, and logistics, they can thrive and secure their future.
New DistributionHow Can Manufacturer Sales Reps Get Dealers to Dare to Invest?
For most manufacturer sales reps, getting their dealers to spend money is often harder than climbing to the sky. Dealers are usually cautious about investing in local brands, markets, and especially terminal activities. They either stay put, pay lip service, or only invest after seeing the manufacturer put in money. The key to getting dealers to invest willingly is to use the 'big benchmark, on-site meeting, and resource integration' approach.
韩锋Common Misconceptions of Distributors in Managing Veteran Employees
Veteran employees are either a company's asset or its biggest adversary, depending on whether the boss has been harmed by them. While some bosses value veterans for reasons like loyalty, responsibility, familiarity, and experience, these reasons often reflect one-sided thinking. This article debunks six common rationales, urging bosses to view veteran employees objectively and manage them with rational analysis rather than sentiment.
潘文富Survival Strategies for Distributors in a Slow Market
In business, not everything goes smoothly, and various problems are normal. While any problem can be solved technically, the core is the cost of solving it, and before solving, one must understand the problem behind the problem. The ultimate goal of business is to make money, which comes from increasing revenue and reducing costs. Currently, with a sluggish market, increasing revenue is difficult, so distributors should shift focus to internal management and cost control to save money, which is also a form of profit.
潘文富Ouyang Qianli on Crowdfunding: My Wife Deserves the Credit
There is much talk about crowdfunding online, with large sums involved, but I prefer to trust stories from my own circle. I'd like to share my experience: I was deeply involved in Kaoshang Liquor, which went from having no brand, channels, or consumers to selling 300,000 bottles in a year. On August 20, 2015, I started a venture with my wife Xiaoyu, creating Crystal Gourd Wine (a fine liquor unavailable in stores).
欧阳千里The Essence of Wu Ziran: How Wine Distributors Can Excel in Internet+
To discuss Internet+, one must first analyze the new characteristics of the Internet era: time value far exceeds spatial value; professional value can always be discovered; information flows at near-zero cost; flattening reduces hierarchy; and large-scale collaboration is highly efficient and low-cost. These traits demand that businesses operate 24/7, focus on core competencies, embrace social media, and adapt organizational structures to remain competitive.
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