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Browse 3710 New Distribution articles about Dealer Operations.
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3710 articles · Page 120 of 155
Want Exclusive Dealers? Use the Four-Pronged Strategy: Divide, Entice, Pressure, Surround!
As long as some regions take action, we have a basis for punishing laggards. Accelerating the stratification of the originally united dealer groups is an inevitable process from collective hesitation to breaking the ice. Regardless of size or strength, every company desires exclusive dealers. This model, which requires dealers to dedicate all resources to a single brand or establish independent teams or exclusive stores, can transform dealers into quasi-subsidiaries or quasi-offices, greatly enhancing their cooperation and execution.
李政权From Zero to 50 Million in Annual Sales in 5 Years: What This Distributor Did...
During the golden decade of the baijiu industry, some distributors, platform operators, and brand operators seized opportunities to make quick profits, and even some non-industry bosses could make money by licensing a famous baijiu brand for national recruitment. However, in the past two years, the industry has undergone deep adjustment, sifting out the genuine from the false. Distributors without a base market or stable consumer base, especially traditional ones, have been falling away. Strictly speaking, cultivating a base market is the foundation for a baijiu distributor's survival and growth. Using a real case, the author explains how to build and strengthen a regional market.
朱奎林Want to Move Inventory? Use the Core 4 Steps and 14 Tactics for Hot Sales!
This article addresses common terminal channel challenges such as poor market conditions, lack of product movement, consumer rejection, and ineffective terminal salesperson work. It outlines a four-step approach to achieve terminal hot sales, as exemplified by companies like Yanghe, Langjiu, and Gujing: maximizing display, creating vivid atmosphere, normalizing customer relations, and branding promotions.
New DistributionThe Necessity of Digital Management for Distributors
In management, we often overlook the fact that it is numbers that reveal the truth of management, not the manager's personal estimates, predictions, or feelings. If managers ignore or are unaware of the value and role of numbers in management, they may be deceived by their own intuition, emotions, and experience, leading to completely wrong judgments and conclusions. For example, in a certain FMCG trading company, overall sales declined for three consecutive months, and the boss, overwhelmed by the declining sales performance, hired a consulting firm to find the cause. The consulting firm's systematic investigation and analysis revealed that the sales department's work and efforts were 1.5 times that of the same period last year, while the return amount of sold products grew at a rate of 20% for three consecutive months.
New DistributionCauses of Market Channel Disruption and Countermeasures
Distributors face channel disruption due to unreasonable sales targets, pricing policies that encourage cross-region sales, and lack of enforcement. To counter this, they should contractually protect their interests, gather evidence, negotiate, and if necessary, retaliate while maintaining integrity and building alliances.
New DistributionA Practical Model for Improving Distributor Internal Management
This article addresses common challenges distributors face in performance assessment and management, such as difficulties with old employees, lack of process indicators, and simple commission structures. It outlines eight common problems with distributor salespeople, eight dimensions to evaluate distributor management, five preventive measures to avoid common pitfalls, and four stages of distributor management evolution.
方刚With So Many Products, Which One Should I Distribute?
FMCG is a highly competitive industry with significant product homogenization. For many new distributors entering this field, the first question is 'Which product should I distribute?' Choice matters more than effort. Once a distributor selects the right product, sales and profits follow; conversely, choosing the wrong product not only makes work difficult but may also lead to huge losses. Based on professional experience, the author offers four suggestions for distributors planning to take on products or enter the industry: 1) Does the product have a large market capacity? 2) Does it have differentiated selling points? 3) Is the gross margin above 20%? 4) Does the company have concrete measures to jointly develop the market?
胡伟Dealer Upward Management: 10 Essential Practices for Winning Over Manufacturers
Dealers, often in a weaker position, can actively manage their relationships with manufacturers to shift the balance of power. By mastering ten key skills—from risk and financial management to after-sales service—dealers can break conventional equilibrium and achieve 'dare to manage, and you will win.'
李玉国Eight Strategies for Distributors to Expand Their Markets
Teacher Wei Qing will launch the industry's first live video training on the WeChat public platform on September 10, and this platform is honored to be one of the first to broadcast it. For those who want to improve their sales skills but cannot spare time for on-site training, this is an opportunity not to be missed. Details are at the bottom of this article. Looking at the overall food industry, facing fierce market competition, distributors are pondering the 'hard truth' of 'making big money,' wanting to plant dense 'little red flags' on their territory...
师顺宽Distributors, What Corporate Culture Do You Really Need?
Recently, the author communicated with a distributor friend who, after attending a training session at a manufacturer's annual conference, was excited and felt it was useful. The trainer emphasized that distributors should build a culture for their teams, not just talk about money, but also about future development and retaining excellent employees. This distributor, who was in a dilemma of only discussing money with employees, felt enlightened. However, when asked how he would implement it, he planned to create slogans and put them on walls to "fool" employees, which the author disagreed with, leading to a discussion on the true nature of distributor culture.
韩锋Salespeople, Why Don't You Earn Respect from Your Clients?
Recently, the author chatted with several frontline salespeople who complained that clients (i.e., distributors) don't respect them, and some even get scolded by clients. Despite being sent by the company to manage clients, they end up being managed by them, making their work difficult, with high pressure, poor performance, and no status or dignity in front of clients, leading some to consider changing jobs. The author believes this phenomenon stems from several reasons: 1) Salespeople's own low business capability, 2) Clients' poor quality and communication skills, 3) Clients' distrust of salespeople and preference for reporting to higher-level managers, 4) Regional managers' failure to delegate authority, and 5) The company's lack of respect for frontline salespeople.
New DistributionHow Distributors Can Build Their Own Base Market
Teacher Wei Qing will launch the industry's first live video training session on the WeChat public platform on September 10th, and this platform is honored to be one of the first to broadcast it. For those who want to improve their sales skills but cannot spare time for on-site training, this is an opportunity not to be missed. Details are at the bottom of this article. Survival first, development second. This is a market strategy aimed at using limited space to create local advantages, win a larger market share, effectively resist competitor attacks, and preserve and strengthen oneself.
师顺宽Practical Guide: How to Improve the Effectiveness of Distributor Team's Distribution
When manufacturers cooperate with distributor companies, the distribution work for new product launches is particularly important. Distributor companies typically handle multiple brands, and if the push for a new product launch is not strong, it may lead to distributor staff being indifferent to the new product, resulting in incomplete distribution and delayed launch progress. Therefore, motivating the distributor sales team's enthusiasm and pace is crucial. This article uses a case study to analyze common mistakes and provides practical suggestions for improving distribution effectiveness.
刘 雷Mid-Autumn Festival and National Day Double Festival, Are You Ready as a Distributor?
Market research determines the promotional tone. Research mainly aims to obtain two aspects of information: first, competitors' current market policies and focus areas, based on which a reasonable plan is chosen. For example, if a market-leading brand focuses on terminal stores but neglects the catering channel, we can cut in from this gap and integrate some resources. Second, investigate consumers' preferences for promotional items in different regions. For instance, rural consumers prefer practical promotional items like daily necessities, while urban consumers prefer novel promotional items...
New DistributionMid-Autumn Festival Stock Pressure: How to Make It Truly Brilliant
With the arrival of the traditional Mid-Autumn Festival, the white liquor industry enters its peak sales season. Many companies struggling during the off-season hope to use this opportunity to 'press inventory' and turn things around, but despite various strategies, reality often disappoints. In essence, inventory pressure is a common phenomenon and inevitable in sales; the key lies in systematic thinking and marketing innovation to achieve genuine success.
师顺宽The Art of Borrowing People for Distributors
Case study: Xue, a 32-year-old distributor in a city in Jiangsu, has been in agricultural materials distribution for over three years. Starting as a mom-and-pop shop, he gradually grew to a small scale with two drivers and three sales staff, and recently obtained the distribution rights for a well-known brand, aiming to transform into a formal operation and pursue growth. Besides financial pressure and market expansion challenges, Xue faces a shortage of personnel due to high turnover. He then thought of leveraging the manufacturer's human resources...
New DistributionFour Rules for Sales Newcomers Managing Distributors
Wang Neng, a new FMCG salesperson with over a year of experience, was promoted to manage distributors but struggled, leading to failure. This article offers four key principles for sales newcomers to effectively manage distributors: stay humble, focus on data, care about the distributor's business, and integrate into their team.
刘 雷Distributor's Product Selection Strategy
Products are the courage of distributors. The first secret to a distributor's wealth is choosing a good product. The general agent of Langsha in Henan said that selecting a good product is like mining a gold mine. A distributor's product strategy includes two parts: product brand selection and product portfolio strategy. For brand selection, a good product is not necessarily one with high profit margins or strong policy support, but one that can promote the distributor's development and bring prospects and hope. Distributors should choose either established big brands that bring reputation and network building, or growth products that can generate significant profits. In terms of product portfolio, common mistakes include choosing products solely based on profit margins and policy preferences, resulting in a portfolio of small brands; carrying too many products, such as a county-level distributor stocking over twenty beer brands; and frequently switching products when sales are poor, leading to hard work without financial reward.
New DistributionDistributors: "Horizontal Expansion" Leads to "Market Dominance"
The discussion on how regional distributors can grow stronger has been ongoing, but the focus has often been on their own operational systems, cooperation with upstream manufacturers, smooth downstream distribution, and control of terminal channels, treating distributors as isolated points with vertical reach while neglecting horizontal expansion—the competitive and cooperative system among distributors. Traditional distributors concentrate on the supply chain, but with the slowdown of the liquor industry's rapid growth, vertical networks alone are insufficient. The new economic entity of competition and cooperation among distributors, driven by interests over positions and professionalism over small-scale comprehensiveness, will emerge as the value chain.
New DistributionMid-Autumn Festival Approaching, Preparing for the Peak Season: How to Successfully "Fill Up" Dealers' Warehouses?
As the Mid-Autumn Festival approaches and the weather cools, the traditional sales peak season for many food companies, especially confectionery companies, is about to begin. Most of the remaining annual sales tasks must be completed in the final months. A key step to achieving this is to effectively "fill up" dealers' warehouses (often described as "expanding their bellies"). This involves making dealers carry inventory beyond actual market demand or safety stock levels, which requires careful product selection, promotional strategies, and timing.
刘杰When the Market Fails, Is It All the Distributor's Fault?
A salesperson and regional manager blamed their distributor for poor market performance, but an investigation revealed their own inaction was the real cause. After replacing them with a diligent salesperson and rebuilding trust, the market flourished, showing that manufacturers must also take responsibility.
师顺宽10 Issues to Note When Signing a Distributor Contract
This article outlines ten critical issues distributors should address in contracts with suppliers, including product quality, slow-moving new products, cross-regional selling, out-of-stock compensation, price protection, price adjustment notifications, damage compensation, cost sharing, sales territory, sales incentives, and contract duration. It emphasizes clear terms to protect the distributor's interests and avoid losses.
New DistributionWhat Can Distributors Integrate with Manufacturer Resources?
It is said that we live in an era of resource integration, but those who don't understand may think it's just a cliché. For example, many believe Xiaomi's success is due to low prices, but I'd remind you that Lei Jun had worked at Kingsoft for 16 years before founding Xiaomi and had invested in over 20 innovative internet companies like UC Video, Lakala, and Vancl. Low prices without integration capability cannot last, and even with that capability, you must manage your own turf well. So, before copying low prices, weigh your own strengths.
黄润霖Examining the Ordering Software and Platforms Claiming to Disrupt the Existing FMCG Distribution Model
Since last year, many online ordering platforms have emerged, such as Yingxiaotong's 'Hui Xiadan', the FMCG housekeeper in Jiangsu and Zhejiang, Beijing's 008, and Tongcheng Wholesale, all operating under a B2B model for FMCG supply chain procurement. They aim to save on sales personnel and wholesalers by enabling online ordering and centralized offline delivery, thereby improving distribution efficiency. Recently, many distributors have called to ask whether these software solutions are truly effective as claimed. The author argues that while these platforms identify real pain points, they overlook the essential functions of sales personnel and the advantages of local distributors, and that the claimed cost reduction and efficiency gains remain theoretical. The article advises distributors to focus on internal management improvements and use internet tools to enhance their competitiveness.
赵波