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3710 articles · Page 126 of 155
Counting the Unselectable Distributors: The '3 Most, 3 Many, 3 Wrong, 8 Without'
Few companies can do without distributors, but few are satisfied with the ones they have. Many markets fail because distributors are inattentive, uncooperative, or break market rules, yet the fault often lies with the manufacturer's own poor selection criteria. This article outlines the types of distributors to avoid—those with the 'most' money, scale, or experience; those with 'many' expansions, debts, or competing products; those with 'wrong' brand, market, or profit philosophies; and those 'without' people, facilities, money, experience, network, integrity, confidence, or attitude—and offers guidance on choosing the right partner.
李政权Managing Distributor Profitability
This article discusses the necessity and methods of managing distributor profitability from a manufacturer's perspective. It emphasizes the importance of helping distributors increase legitimate profits while curbing illegitimate ones, and provides practical strategies such as optimizing product portfolios, securing internal support, and conducting regular business reviews.
张立强The "5W2H" Decision Model: How Distributors Select Products
Manufacturers have developed numerous theories and methods for selecting distributors, but distributors largely rely on the owner's social experience when choosing manufacturers and brands. This knowledge asymmetry is detrimental to both parties, as distributors who cannot select suitable manufacturers also mean manufacturers cannot find suitable distributors. Therefore, distributors must adopt a theoretical framework for brand selection decision-making.
崔自三Dealers, Do You Dare to Say 'No'?
Manufacturers seek market share, but dealers need profitability and their own brand; you must take charge of your marketing. For demands that clearly disregard your survival, you must boldly say 'no'.
李红明10 Standard Actions for Distributors to Evaluate Manufacturers
Distributors choosing products is not a new topic, with many experts providing advice. This article focuses on how distributors can assess a manufacturer's strength and credibility through 10 specific details, such as the guard room, restroom, general manager's office, technical center, office environment, showroom, warehouse, smoking room, employee cafeteria, and employee benefits, emphasizing that attention to detail is crucial.
吕庭华、王琪奇How Can Distributors Manage Promotions Effectively?
Due to market competition and channel operation needs, manufacturers and distributors invest in promotions for downstream channels and end consumers, using both cash and goods. Distributors must use these limited promotional resources wisely, making promotion management a top priority. This article discusses the correct understanding of promotions and how to manage promotional expenses and materials effectively.
崔自三How Should Distributors Design Their Business Organizational Structure at Different Development Stages and Operating Conditions?
This article is reproduced from the public account: Sugar Tobacco Weekly Food Edition. Every distributor goes through a process of growth from small to large and from weak to strong. As brands increase, channels expand, and teams grow, the distributor's business organizational structure must be adjusted in a timely manner to effectively reduce operating costs and maximize sales and profit contribution. Generally speaking, distributors establish their business organizational structure based on how they divide the market. There are four common ways to divide the market: first, by market region; second, by agency product; third, by channel; fourth, by a combination of the three.
王焕之Three Tips to Crack the Puzzle of "Easy Distribution, Hard Sell-Through"!
For many baijiu distributors, product distribution can be done quickly, but market activation after distribution is slow. Once products fail to sell through, it leaves a bad impression on retail outlets, affecting long-term relationships and making it difficult to distribute new products in the future. Terminal sell-through after distribution is the most direct and important indicator of a distributor's performance, as terminals are the final point where consumers decide to buy and where distributors realize profits.
New DistributionOvercoming the Four 'Inner Demons' of Distributors
Distributors often fail to deliver orders, promote new products half-heartedly, ignore profitable channel promotions, and refuse to execute fully subsidized terminal promotions. This article analyzes the psychological roots behind these behaviors and provides practical strategies for sales representatives to help distributors overcome their fears, resistance, greed, and arrogance.
张立强Practical Analysis of How Distributors Make Money by Handling First-, Second-, and Third-Tier Brands
A distributor's profitability is directly linked to its product portfolio. FMCG products can be broadly divided into three categories: first-tier, second-tier, and third-tier brands. First-tier brands typically offer low returns (6-7% margin plus 1% rebate), while second-tier brands yield 12-20% margins, and third-tier brands can yield over 30-40% but carry high risks. The optimal product mix is 40% first-tier, 40% second-tier, and 20% third-tier in sales weight, which can triple the return on investment compared to handling only first-tier brands.
New DistributionWhy Is It So Hard to Become a 'Big Distributor'?
A distributor in Hebei, despite reaching annual sales of nearly 20 million yuan, struggles to grow further and become a 'big distributor.' His attempts at 'second entrepreneurship' fail due to unclear goals and a gap between his own capabilities and those of his employees, highlighting common pitfalls and the need for systematic, replicable business processes.
韩军The Six Lies of Distributors
Although manufacturers and distributors are partners, they each have their own interests. This article reveals the true intentions behind common statements made by distributors, helping sales representatives see through the surface and understand the real motives.
陆和平How Should Distributor Bosses Give Bonuses to Employees?
Distributor bosses often use bonuses as a form of employee motivation, but the way bonuses are given matters. There are four principles to follow: give promptly, give publicly, give in cash, and publicize the achievement. Additionally, three combinations should be considered: combining open and private rewards, fixed and flexible bonuses, and short-term and long-term incentives.
韩锋The 5M Rule for Baijiu Distributors' Product Management
Statistics show that 15 listed baijiu companies, including Kweichow Moutai and Yibin Wuliangye, all reported negative net profit growth in the first half of the year, reflecting the industry's continued downturn. This has severely impacted traditional distributors, with some suffering heavy losses and others forced to transform. The article introduces a 5M framework for product management to help distributors survive the crisis.
邹凌远Two Fatal Misconceptions in Distributor Expansion
Managing a wholesale department well does not necessarily mean one can manage a large company, and successful product sales do not equate to successful brand operation. Many distributors fail because they mistake limited sales success for management capability and sales achievements for brand-building ability, leading to strategic errors in management and brand development.
刘传飞How to Manage Distributor Motivation with Sales Policies
A company seeks advice on designing sales policies to manage distributor motivation, including issues with pricing, support terms, and credit. The consultant recommends adjusting the profit and support system, adding process-based incentives, and implementing structured policies for initial stock, credit terms, and rewards to improve distributor engagement and control.
李政权Thoughts on Enhancing the Corporate Operation Capabilities of Distributors
The sustained high growth of China's retail industry has elevated the overall operational level of distributors, making corporate construction and operational capability enhancement increasingly important. This article discusses the trends, common misconceptions, and a systematic 3+1 framework for distributors to achieve corporate operation, emphasizing strategy planning, execution, organizational support, and PDCA work mechanisms.
唐道明The "Seven Determinations" Break Through the Deadlock of Distributors' New Product Promotion
New product promotion often brings mixed results for distributors, with many failing due to common pitfalls such as lack of attention, action without strategy, and unsystematic execution. The "Seven Determinations" strategy—covering region, business format, outlets, targets, personnel, tactics, and plans—provides a systematic approach to significantly improve the success rate of new product launches.
唐道明Choose Distributors This Way, and Your Product Is Bound to Be a Hit!
To select the right distributor, first study your competitors' distribution networks, sales performance, gross margins, trade terms, and personnel structure. Then, walk the market to evaluate potential distributors on distribution, display, promotions, and staffing. Finally, meet candidates to assess compatibility, office environment, financial strength, organizational structure, and future plans, and conduct background checks on the owner and employee turnover.
刘春晓A Few Case Studies: What Refrigerated Distributors Should Do!
Refrigerated foods are those stored, transported, and sold at 0°-10°C with a shelf life of up to 30 days, including dairy and juice products. This article focuses on low-temperature dairy products. Unlike ambient beverages, these require strict temperature control and have short shelf lives, making them prone to spoilage. For new distributors entering this market, the challenges are numerous. This article offers practical guidance through real case studies, covering product selection, channel development, relationship maintenance, and consumer habit formation.
曾文忠 陈行军Scale Without Profit? Six Steps to Escape the Distribution Dilemma
Step 1: Product Introduction. Strictly speaking, a distributor's product management begins with product introduction. When selecting products to distribute, you must start from your own actual situation. The products you represent must be high-quality, meet market demand, and complement your current product line. This is crucial. Unrealistic or face-saving blind product introductions are doomed to leave distributors with excess inventory, increasing losses and wasting resources. For example, a distributor who had a good relationship with a salesperson from a instant noodle company later accepted a large shipment of beverages from that salesperson after he switched jobs, only to find the products unsellable and defective, leading to losses.
崔自三A Complete Guide for Distributors to Select Good Products
Choosing a good product can make a distributor profitable, while a poor choice can lead to losses or even severe damage. Product selection is crucial for distributors. Boss Chen, a renowned figure in City X's business circle, shares his practical experience on selecting products from six aspects: evaluating the company, understanding the product, knowing oneself, planning strategies, making cautious decisions, and adhering to principles.
伯建新Regional Distributors: Plant the Parasol Tree, and the Phoenix Will Not Leave!
As 2015 arrives, the domestic baijiu industry is in a slump, leaving many distributors with meager profits. Regional distributor Mr. Liu, however, has secured long-term partnerships with quality baijiu brands through strategic brand building, robust internal management, optimized product portfolios, and continuous learning, demonstrating that distributors must strengthen themselves to attract and retain top brands.
邹凌远Three Steps to Professionalize Your Distributor Sales Team
The quality of a distributor's team determines their market performance. A good team not only creates strong market results but also saves costs and increases profits. Professionalizing the distributor team is now the focus of competition and the future direction. Step one: select good employees. As the saying goes, 'Choice is more important than effort.' Distributors need insightful and ambitious talent that can be 'shaped' through training and experience into professional, loyal employees.
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