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3710 articles · Page 122 of 155
Dealer Management Actions Decomposed (Part 10)
This section reviews key points from the previous part, including correcting common misconceptions about promotions and detailing seven techniques for communicating launch plans. It then focuses on how to overcome common dealer doubts and obstacles, such as transitioning from credit sales to cash sales and addressing typical objections like high prices or low margins.
魏庆老师Strengthening Capital Management to Improve the Operational Efficiency of Trading Companies' Funds
For trading companies, the quality of their financial status and the level of economic benefits often depend on the speed of capital turnover. The essence of business operations is turnover. In most cases, due to strict bank lending policies and government support preferences, it is difficult for companies to finance through bank loans or government special funds. The main source of funds is profits. Capital is the blood, and the company is the body. To keep the body vibrant, the smooth flow of blood must be ensured. Only by strengthening capital turnover can financial security be guaranteed, thereby improving economic benefits, expanding the company's scale, and enhancing its development level.
陈崖枫How Can Family-Style Distributors Break Through Management Bottlenecks?
Recently, the author was asked by a distributor friend to analyze the current situation of family-style distributors and provide an in-depth diagnosis and recommendations for his company's operational issues, aiming to break through the current development bottleneck and undergo a comprehensive overhaul for his second entrepreneurial venture. (Due to certain reasons, the specific case cannot be described in text here, but this opportunity is used to analyze some common problems of family-style distributors.) It is often said that the market is like a battlefield; one must not only constantly monitor market changes but also keep an eye on internal developments. Only by balancing both internal and external factors and responding swiftly can one retain market share and navigate the vast market with ease.
汤如贤11 Types of Distributors Manufacturers Prefer to Cooperate With
This article outlines 11 types of distributors that manufacturers prefer to cooperate with, based on their reputation, market dominance, service capabilities, strategic insight, market expansion ability, network advantages, and other factors. Each type is illustrated with examples and practical advice for salespeople.
王荣耀Dealer Management Actions Decomposed (IX)
This section continues the discussion on negotiation tactics with dealers, focusing on methods to convince dealers that they will definitely make money. It covers correcting common misconceptions about promotional 'secrets', detailing specific promotional methods for wholesale, retail, and supermarket channels, and emphasizing the importance of detailed communication and execution in presenting launch plans.
魏庆老师The Golden Rules of Distributor Product Portfolio
Product is the foundation of a distributor's survival, and product portfolio is equally important work that cannot be ignored. Successful distributors often say their secret is not making money from each product, but from each batch of products, highlighting the importance of product combination. After the Sugar and Wine Fair, facing a wide variety of products, how can distributors use the optimal combination to maximize profits and use minimal capital for fastest turnover to create greater profits? With these questions, we invited several distributors to share their insights and use concrete examples to illustrate the pros and cons of product portfolios, allowing readers to compare their own situations and see if their product combinations are reasonable and need improvement.
New Distribution6 Ways Distributors Can Effectively Transform Their Profit Models Amid the 2015 Economic Downturn
As market competition intensifies, retail formats grow stronger, and manufacturers refine sales territories, overall operational costs rise while distributor margins shrink. Facing the harsh reality of 2015, many distributors are seeking to transform their profit models to break through the impasse. But which model can achieve transformation while aligning with manufacturers and downstream customers to ensure mutual win-win? Based on practical experience, this article analyzes six profit models for distributors.
李德猛Dealer Management Actions Decomposed (Part 8)
This section reviews the basic skills for negotiating with dealers before cooperation, then introduces specific methods and common patterns for communicating and formulating new market development plans. It emphasizes analyzing dealer psychology, reducing perceived risk, and using structured negotiation tactics to build trust and encourage cooperation.
魏庆老师Dealer Management Actions Decomposed (Part 7)
This section reviews common pitfalls in dealer selection and provides a detailed action process. It then focuses on techniques to stimulate dealer cooperation willingness, including negotiation skills, creating a conducive environment, being sincere yet shrewd, building momentum before negotiation, and using two-way communication to guide dealers.
魏庆How Should Distributors Manage Their Cash Flow?
For distributors, cash flow is as vital as blood is to the human body. Managing it well requires distinguishing between different types of capital occupation—long-term, fixed, bad debts, short-term, and cash—and taking targeted actions to convert idle funds into active ones, shorten payment cycles, and increase cash-on-delivery sales.
董小全There Are No Employees Who Can't Be Managed, Only Supervisors Who Don't Know How to Manage
Because of my consulting work and as an FMCG distributor, I often spend time with business owners, and we frequently discuss management topics. Most owners complain that today's employees, especially those born in the 1980s and 1990s, are difficult to manage; they demand good working environments, benefits, and even fun at work. However, I usually smile and stay silent on this topic because I hold the view that 'there are no employees who can't be managed, only supervisors who don't know how to manage.' This article explains why I hold this view.
梁胜威Dealer Management Actions Decomposed (Part 6)
This section reviews the eight key considerations for dealer selection and then presents a simulated scenario to illustrate the step-by-step process a salesperson should follow when selecting a dealer in an unfamiliar city. It emphasizes avoiding common mistakes such as preconceived notions and hasty visits, and provides a detailed workflow for market research, terminal investigation, and negotiation to secure a committed dealer.
魏庆Dealer Management Actions Decomposed (Part 5)
This article reviews the six criteria for selecting dealers and discusses additional considerations, including the prioritization of these criteria, the importance of selection quality, the need for decisive action with new dealers, the optimal product line length for dealers, leveraging second-tier customers, inducing dealers from other industries, and avoiding state-owned dealers. It also introduces the use of a dealer evaluation form as a training tool.
魏庆The Four Types of Salespeople Most Liked by Distributors: Do You Measure Up?
When visiting distributors, the author often hears complaints about salespeople being irresponsible, inconsiderate, dishonest, and slow to resolve issues. Many salespeople work for years without understanding what distributors truly value. This article outlines four types of salespeople that distributors appreciate: advisory, benefit-seeking, problem-solving, and hardworking.
梁胜威How Should Distributors Flatten Their Distribution System? These Three Strategies from Major Distributors Are Effective!
Flattening was once a key strategy for liquor companies to break through sales bottlenecks, aiming to control sales channels by simplifying sales levels. In this strategy, distributors, as intermediaries between manufacturers and terminals, are inevitably flattened. Therefore, distributors must consider how to flatten themselves before the company does. Additionally, in the context of industry oversupply, distributors can only achieve growth by deeply exploring the potential of each terminal. This article summarizes three measures for distributors to flatten their distribution systems and analyzes the conditions and timing for successful flattening.
New DistributionDealer Management Actions Breakdown (Part 4)
This section continues the discussion on dealer selection criteria, detailing practical methods for assessing a dealer's strength, market capability, management ability, reputation, and cooperation willingness, with specific actions for each.
魏庆老师Dealer Management Action Breakdown (Part 3)
This article reviews the previous analysis of manufacturer-dealer relationships and then provides practical training on selecting suitable dealers, including four selection mindsets and specific actions to evaluate a dealer's marketing awareness.
魏庆Distributors' Dilemma: How Should I Manage People?
Case studies of two distributors who suffered losses due to mismanagement and over-reliance on relatives, leading to theft and inefficiency. The article advises distributors to adopt a company-like management model with clear systems and processes, rather than relying solely on family members.
毛小民Dealer Management Actions Decomposed (Part 2)
Theoretical education: establish correct concepts and correctly view the relationship between manufacturers and dealers. First, business personnel's misunderstandings about the manufacturer-dealer relationship. People's concepts determine their behavior. Most sales representatives' inefficiency in dealer management is not just a skill issue; they haven't figured out who they are—what role they should play as a manufacturer's sales representative when dealing with dealers—and they haven't positioned the relationship between the manufacturer and the dealer correctly. As a result, there are extreme leftists (fewer and fewer such salespeople now)...
魏庆How Can Distributors Achieve Organic Growth?
Wang Jiaming, general manager of Longcheng Jiaming Trading Co., Ltd., is troubled by how to achieve organic growth after 15 years of rapid development. The key lies in addressing both the spiritual and technical aspects of organic growth, including standardizing organizational management, establishing HR systems, strengthening financial management, professionalizing marketing functions, improving logistics and warehousing, and enhancing team building.
吴之Ten Ways for Distributors to Tie Down Retail Outlets
Distributors typically have agreements with manufacturers, forming a community of interests, but their relationship with retail outlets is often free trade, lacking long-term stability, which weakens their control over terminals and puts them at a disadvantage. To turn the tables, the author summarizes ten key supports to bind retailers: agreement support, meeting/information support, emotional support, price support, personnel support, promotional activity support, display support, advertising support, franchise or counter support, and profit support/buyout operations.
尚阳Dealer Management Action Breakdown (Part 1)
This article discusses the importance, urgency, and complexity of dealer management in China's FMCG industry, emphasizing that dealers are crucial for market coverage and sales. It outlines a training course structure that covers dealer selection, cooperation willingness, daily visits, and corporate behaviors, aiming to provide practical action steps for sales representatives.
魏庆The Art of Salary Balancing for Distributors
The same salary, paid in different ways, can lead to vastly different outcomes. Some distributors pay cleverly, motivating employees and strengthening management; others pay generously but fail to retain talent or improve profits. This involves the issue of salary balance in distributor management. So how should distributors pay their employees? From 'base salary' to 'basic wage': a change in name, a difference in meaning.
刘会民Without Strong Customer Relationships, Don't Even Think About Sales! The Slower the Market, the More You Need to Follow This Approach Step by Step!
Strong customer relationships can generate greater sales. Terminal customer relationships are more important than competing for terminals. Without good terminal relationships, various terminal tasks are difficult to carry out, and some terminal investments may not yield results. Good relationships maximize the benefits of terminal investments and have direct promotional power. Moreover, good relationships make it easier to achieve twice the results with half the effort, such as terminals being willing to recommend your products, maintain displays, and cooperate in promotions.
New Distribution