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3710 articles · Page 125 of 155
Don't Fight the Trend—Give the Terminal Back to the 'Distributor'
This article discusses three major trends in the FMCG industry: e-commerce impact, health consciousness, and price band upgrades. It argues that manufacturers must empower distributors and improve their terminal management, rather than relying solely on their own sales forces, to adapt to these trends.
魏庆How Can Food Distributors Achieve Profitability in KA Stores?
KA stores are an unavoidable challenge for food distributors, often consuming a large share of sales but burdening them with numerous fees. While many distributors struggle to break even or even lose money, some profitable distributors share common strategies: deep experience with KA systems, robust management systems, diversified product lines, and multiple SKUs. This article analyzes these success factors and offers practical advice for distributors to prepare before entering KA stores, carefully review contracts, improve internal management, and integrate upstream resources to reduce risks and turn KA stores into a profitable opportunity.
New DistributionHow Wahaha Controls Cross-Regional Selling?
Wahaha Group's annual sales revenue exceeds 10 billion yuan, making it the undisputed leader in China's beverage industry. Although none of Wahaha's products have high technical content or technical barriers, Wahaha has consistently led the market. This is closely related to its unbreakable distribution network, and distribution is the most difficult part for enterprises to control and manage, especially the problem of cross-regional selling, which is a common challenge for all enterprises and is known as a "chronic disease" of distribution channels. Wahaha once had serious cross-regional selling problems, but now it has basically controlled them.
New DistributionSmall Temple, Few Incense, Hard to Find Business: 5 Ways to Keep Good Salespeople from Leaving
For distributors, attracting and retaining top sales talent is challenging, as these individuals often seek opportunities with integrated manufacturers or may leave to start their own businesses. This article offers five strategies to retain these key employees, including emotional engagement, alternative career paths, delegation of authority, interest alignment, and adjusting compensation structures.
毛小民In the Internet Era: Where Do Squeezed Distributors Go?
The mainstream trend of business development in the Internet era starts with 'subtraction,' which means removing transaction costs. In the pre-Internet era, companies couldn't directly transact with customers, making a pyramid-shaped distributor network necessary for minimal transaction costs. With the Internet, companies can directly connect with millions of consumers, bypassing distributors and terminals, as seen with Tmall stores. This article discusses how distributors are being squeezed from both manufacturers and terminals, and suggests that distributors must adapt by innovating, integrating resources, and possibly becoming 'prosumers' themselves, as the traditional distributor role is destined to disappear.
杨江涛Four Misconceptions in Distributor Inventory Management
In daily inventory management, both distributors and retailers face unavoidable issues. Good inventory management can accelerate capital utilization, increase product turnover, and reduce warehouse costs. However, many managers often make mistakes and fall into various misconceptions. The most typical are the following four: Misconception 1: Overeating, leading to inventory backlog. Just as eating too much can cause indigestion and affect overall health, overstocking can lead to capital occupation, increased warehouse costs, and product obsolescence. Misconception 2: Giving up eating for fear of choking, entering a 'starvation state'. After experiencing backlog, some become overly cautious, leading to stockouts and lost sales. Misconception 3: Picky eating, causing 'hidden hunger'. Poor inventory structure, like an unbalanced diet, can lead to inefficiencies. Misconception 4: Not timely 'detoxification'. Failing to clear slow-moving or damaged stock can become a 'tumor' in operations.
沙宗磊5 Promotional Tips for New Product Launches
Due to promotion difficulty and consumption habits, when distributors and consumers choose products, they first pick bestsellers and only try new products with a tentative mindset. If new product promotions are well-executed, they can quickly open the market. In a sense, promotion is a reward designed to exploit the psychology of getting a bargain, like a lottery ticket: buying gives a chance, not buying never wins. Promotion should incentivize distributors, second-tier wholesalers, and retailers to stock up, and give consumers a reason for their first purchase.
王冠群How Should Distributors Build Good Relationships with Regional Managers?
Some say distributors and regional managers are as close as fish and water, while others see their relationship as a game of tug-of-war. Regardless, their close ties inevitably lead to conflicts, such as disputes over market support fees and short-sighted collusion. This article explores how distributors can foster better relationships with regional managers through open dialogue and practical advice.
刘会民After the Dragon Boat Festival, July is Coming—Distributors Must Act on These Four Things!
For baijiu manufacturers and distributors, annual sales are concentrated around three major festivals. The Dragon Boat Festival, as the first sales node, draws much attention, but after it comes a long off-season. During this period, distributors face issues like price chaos, difficult payment collection, and slack business operations. To address these, distributors should establish monitoring mechanisms, implement reward and penalty systems for payments, shift business focus to terminal construction, and research competitors.
袁会文How Hard Is the Daily Chemical Industry? Even the Man Behind P&G Can't Hold It Up
As Blue Moon products are removed from shelves and P&G streamlines its focus on daily chemicals, the industry faces a cold snap. The article reveals that Yihai Kerry, the man behind P&G, also failed in its own daily chemical brand, Qinjie, due to a lack of consumer experience and outdated strategies.
纳兰醉天Seize 2 Key Time Points, Analyze 5 Key Elements, Conduct Thorough 3+3 Research to Quickly Identify and Develop Excellent Distributors
For manufacturer sales personnel, the success or failure of a market largely depends on the success of customer development. However, when developing new markets and new distributors, we often lack a clear and accurate judgment of the distributor's strength and professionalism in market operations. If a distributor intends to represent our products, they will often boast about their strength and social connections, and even guarantee how easily they will complete tasks. But ideals are丰满, reality is骨感; the actual operating conditions of distributors are often not as good as they claim. This requires our business personnel to conduct a comprehensive inspection and evaluation of distributors. Below, the author shares some methods for developing new market distributors based on personal experience.
赵波The Most Systematic Guide: A Step-by-Step Breakdown of Sales Supervisors' Daily Visits and Management Actions with Distributors
When salespeople visit new distributors, they have plenty to talk about—products, policies, promotions. But what about visiting an established distributor who knows company policies better than you do? What should you say? After long travel, a salesperson has only three to four effective hours per day with a distributor. If you ask what specific actions they take during that time, the answers are often incomplete or vague, with many reciting training concepts instead of concrete steps.
魏庆How Can Distributors Overcome Growth Bottlenecks?
The development of any commodity circulation industry relies on three fundamental components: manufacturers' products and brands, merchants' market distribution channels, and consumer purchasing behavior. While attention is often focused on brand building and consumer education, the distributor group that serves as a crucial bridge between manufacturers and consumers is frequently overlooked. This article examines the role of distributors, analyzes the challenges they face in growing beyond a certain scale, and proposes strategies for突破 these bottlenecks.
New DistributionThe Secret Weapon That Established Master Kong's Market Position
Twenty years ago, almost no one had heard of Master Kong; ten years ago, many had; now, everyone knows it. Since investing in mainland China in September 1988, Master Kong has achieved impressive results through over 20 years of relentless effort: its instant noodles hold the largest market share nationally, its tea beverages lead the market, its mineral water gained the top market share in 2009, and its juices ranked third nationally, with total sales reaching 50 billion RMB in 2009. The secret to these achievements lies in a comprehensive set of marketing methods, with 'channel intensive cultivation' being the most crucial.
王冠群Decoding the Secrets Behind the 'RIO' Craze!
The rise of pre-mixed drinks has stirred up the industry: on one hand, various regional small distilleries are jumping on the bandwagon, leading to a flood of brands of mixed quality; on the other hand, distributors are generally eager to get involved, with one distributor from Jinhua, Zhejiang even 'begging' for RIO's contact information. In reality, pre-mixed drinks are not as 'rosy' as imagined, but their recent development is indeed commendable. In response to the current frenzy, we want to 'cool down' the industry.
New DistributionHow to Effectively Control and Avoid Market Returns
Returns are inevitable in any product business, arising from either quality issues or market factors. Market-related returns typically stem from poor sales efforts, secondary wholesalers' mismanagement, or retail outlets' failure to rotate stock. To control and avoid such returns, companies must enforce first-expiry-first-out (FEFO) principles, rapidly distribute new products, clear near-expiry stock through promotions, and ensure diligent daily store visits and inventory checks.
段杨How Manufacturer Sales Personnel Can Understand Distributors
Manufacturer sales personnel serve as the bridge and bond between the manufacturer and distributors. If this role is played well, cooperation will be smooth; otherwise, conflicts may escalate, harming the market. Therefore, sales personnel must understand distributors to build good relationships and manage the market effectively. First, they should survey the market before visiting distributors, as this facilitates communication. Distributors dislike salespeople who are absent except for payment collection, rarely visit the market, lack market knowledge, or act arrogantly. Salespeople must also identify and solve market problems, act as both coach and player, and avoid empty promises or blame-shifting. A capable salesperson who understands distributors can make a market thrive.
段杨Five Strategies and 21 Methods for Negotiating with Distributors
This article, reposted from the Baijiu Distributors Academy, provides practical strategies for sales personnel to succeed in first negotiations with distributors in regional markets. It covers preparation, creating a good first impression, negotiation tactics, and conflict resolution, emphasizing the importance of understanding oneself, the counterpart, the market, and competitors.
朱志明Dealer Crash Course: Learning from Manufacturers to Counter Them
Dealers can improve their overall quality, but it's a systematic project not achievable in the short term. However, there are ways to reduce passivity and increase success odds in dealings with manufacturers without major adjustments. By learning from manufacturers' sales personnel and using dialectical thinking, dealers can reverse-engineer strategies to their advantage.
New DistributionWhat to Do When the Manufacturer Tightens Terms at Contract Renewal?
Manager Pan in Liuzhou, Guangxi, is troubled because his contract with Shacheng Wine is expiring, and the manufacturer's salesperson demands an initial order equal to last year's total sales, or they will find another distributor. Pan is torn between keeping the agency for this nationally known brand and avoiding a cash flow crunch, especially since the manufacturer had initially offered favorable terms without sales quotas.
赵建英Three Disciplines and Eight Points for Attention for Field Personnel
If you hate someone, send them to work as field personnel to endure the loneliness of being away from headquarters; if you love someone, also send them to work as field personnel, because it can turn them into a talent. As representatives, special envoys, and advance troops of the enterprise, our field personnel cultivate the vast land of the enterprise. Everyone knows that for an enterprise to develop, operating only at its doorstep is not enough; going out will lead to a better future. But how to go out and who goes out first are our regional representatives, regional managers, etc., whom we collectively refer to as field personnel here.
New DistributionCommon Tricks Salespeople Use to Hit Monthly Targets
After a monthly sales meeting dinner, a regional supervisor drunkenly composed a poem revealing the hidden crisis beneath marketing's surface prosperity. This article analyzes the common tricks and formulas salespeople use to meet monthly targets, exposing the drawbacks of loosely managed field sales and offering remedies for companies.
冯启Being an Obedient Distributor
Zhu Yuanzhang was a historically ruthless emperor who killed many founding heroes, yet his fellow townsman and friend Tang He managed to survive by being obedient and knowing when to retreat. For distributors, being obedient to manufacturers is a wise strategy that ensures survival and success, as it aligns with the interests of both parties and fosters a harmonious relationship.
崔自三Tackling Market Price Chaos: Seven Parts Strategy, Three Parts Management
The consumption power of third- and fourth-tier markets is remarkable, but so is the chaos in channel pricing. With vast territories, many newcomers struggle to manage these markets effectively, and even well-prepared companies can be overwhelmed. Price controls that work in first- and second-tier markets often fail here, making "product price chaos" a major obstacle to growth. The causes are numerous, including dealer dominance, flawed pricing strategies, and intentional price undercutting. To address this, a "seven parts strategy, three parts management" approach is recommended, emphasizing guidance over control, such as selecting the right dealers, focusing on major dealers, and using dealer-to-dealer supervision.
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