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Browse 3710 New Distribution articles about Dealer Operations.
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What Should Distributors Do When They Encounter a 'Half-Baked Product'?
A distributor who invested in a jelly product with a well-known cartoon character brand faces broken promises from the manufacturer, thin margins, and a dead-end business model. Expert analysis suggests the core issue lies in the distributor's investment decision and category management, and offers three strategic directions to escape the dilemma.
英昂林How to Accelerate Product Sell-Through in Supermarkets
Getting products (especially new ones) onto supermarket shelves is easy, but achieving sell-through is hard. The speed of sell-through directly impacts market sales and profits. Typically, if a product doesn't move within three months, supermarkets will ask the manufacturer (or supplier) to exit. The key is for manufacturers, suppliers, and supermarkets to work together to solve the sell-through problem.
New DistributionNine Strategies for Taming Distributors
In modern business warfare, as competition intensifies and brand promotion and terminal marketing costs soar, FMCG companies are shifting marketing work to distributors while providing sales support. However, distributors often fail to cooperate, demanding policies and fees, or even engaging in channel stuffing, which troubles manufacturers. How can manufacturers make distributors operate the market according to their requirements and achieve a 1+1>2 effect? Based on over ten years of experience managing distributors, the author suggests that by implementing the following nine strategies, distributors will not only become obedient but also dependent on the manufacturer.
New DistributionBundle Selling: The 'Free-Riding' Strategy for Small and Medium Brands
This article is reproduced from the WeChat public account: 买卖仓. Bundle selling refers to distributors using fast-moving products to drive sales of other profitable but slow-moving products. To achieve this, they often lower the price of the fast-moving products as bait, thereby maximizing overall profits. The article discusses the causes, motivations, systematic implementation, key success factors, and risk prevention of bundle selling.
New DistributionCommon Questions in Distributor Operations
Distributors often face the risk of manufacturers changing or dropping them, leading to significant losses. To prevent this, distributors should maintain rational business practices, use legal agreements, build strong customer relationships, and keep pace with manufacturers' progress.
New DistributionDealer Loophole Management Series: Supermarket Expenses
In today's rapidly developing modern channels, the sales ratio and status of traditional versus modern channels have undergone earth-shaking changes. Many dealers have recognized the importance of modern channels and invested significant effort in managing them. Recently, the author visited a branch of a national large supermarket chain in a medium-sized city to check product displays and sales, and also met an old client, Boss Zhang, a local distributor for several national brands. During a chat, Zhang revealed his long-standing concern: his business manager had embezzled 2,000 yuan from a 5,000-yuan stack fee application. The author provides advice on how to prevent such losses through effective supervision and management.
张势之No Promotion, No Sales: How to Deal with Secondary Distributors?
A regional manager of a well-known dairy company seeks advice on motivating secondary distributors, who only respond to promotions. The article analyzes common pitfalls in managing secondary distributors and offers strategic guidance to shift from sales-oriented to market-building approaches.
刘卫华The Inherent Deficiencies of Chinese Distributors
Chinese distributors suffer from inherent deficiencies including a lack of ideological foundation, weak capital base, and limited historical experience, which hinder their development. Their survival environment is shaped by deep-rooted anti-commerce cultural attitudes, imperfect market mechanisms, and government policies, leading to low profitability and a need for value optimization.
英昂林Distributor Inventory Management: Let Inventory Be the Basis for Your Decisions!
Distributor inventory management is more about the thorough implementation of systems and the application of related tools, ensuring that product inventory is not just a number but a basis for decision-making. "Know yourself and know your enemy, and you will never be defeated"—inventory management is the most important part of "knowing yourself." Many distributors use data management systems like Guanjiapo or Xiaoguanjia, but often find significant discrepancies between physical inventory and system data during semi-annual or year-end stocktakes, making it difficult to accurately calculate product gross profit after correcting the differences.
New DistributionDealer Management Loopholes Series: Logistics Management
A company inevitably deals with four systems: cash flow, logistics, personnel flow, and information flow. Many dealers think logistics is simple—just deliver the goods. However, hidden costs and inefficiencies often arise, such as unauthorized side trips and wasted time. This article analyzes the causes of logistics cost overruns and proposes solutions, including the use of a vehicle dispatch log.
张势之The Seven Weapons for Distributors to Outmaneuver Manufacturers
Distributors often blame external factors for difficult business conditions, but they must abandon outdated and unethical tactics and adopt seven strategic approaches to build profitable and sustainable partnerships with manufacturers.
史贤龙ROI Metrics: Unmasking the Distributor's 'Tears Strategy'
As market competition intensifies, manufacturers demand more from distributors while providing less support, squeezing their territories and margins. Distributors often complain about poor profitability to extract more resources, but by using ROI analysis, manufacturers can see through this 'tears strategy' and guide distributors toward mutually beneficial operations.
张立强No Matter How Big Your Warehouse Is, It Will Be Filled with Inventory
In manufacturing, there is a strange phenomenon: no matter how large your warehouse is, it will be filled with inventory; no matter how many warehouses or storage locations you have, each will be full of stock. The size of the warehouse seems to determine the level of inventory. This article explains why this happens, citing a case where reducing warehouse space actually improved inventory turnover, and discusses the psychological and managerial reasons behind this phenomenon.
New DistributionMarket Questions You Ask, I Answer
A distributor facing issues with regional and second-tier brands seeks ways to protect itself against inconsistent manufacturer policies. The advice is to grow the business to gain bargaining power, choose products with 'first' or 'unique' qualities, and manage promotions carefully. Another distributor asks how to handle cash flow when squeezed between manufacturers demanding cash and terminals demanding credit terms, with suggestions including avoiding overstocking, choosing reliable partners, and building core competitiveness.
胡世明How Can Distributors Escape the Low-Return Dilemma of KA Channels?
Mr. Wang, a cosmetics distributor in City Y, has been in the industry for eight years. Despite carrying few brands, they are all top-three open-shelf brands in supermarkets, covering supermarkets and cosmetics stores, with annual sales of about 20 million yuan. His business is now struggling because he exclusively handles open-shelf brands rather than specialty store brands, leading to low margins, high channel dependency, and operational challenges.
刘春晓How to Handle Distributors Who Leverage Sales Volume to Extort Concessions
A regional manager complains about a difficult distributor who uses his sales volume to demand concessions. The marketing director calmly navigates the negotiation, using facts and strategic dialogue to secure the distributor's cooperation without yielding to unreasonable demands.
陈志平Evergrande Spring: Dreams Are Fine, but First Survive the Sell-Through Hurdle
Last month, reports emerged of layoffs and sales company mergers at Evergrande Spring, followed by Evergrande Property's 2014 results showing cumulative investments of 5.54 billion yuan in mineral water, 570 million in grain and oil, and 310 million in dairy, totaling 6.42 billion yuan, with none yet profitable. Chairman Xu revealed 1.3 million retail points, a 20,000-person sales team, and 767 water sales companies, while official data showed a 2.37 billion yuan loss in water last year. The article argues the real issue is sell-through and turnover, offering three suggestions: price water affordably (380ml at 2-2.5 yuan, 500ml at 3 yuan), leverage property management as a key advantage, and drop the 'Changbai Mountain' single-source narrative to reduce logistics and marketing costs, focusing on regional markets.
曾文忠 陈行军Dealer Product Management: Mastering These Tables Makes It All Clear
Many dealers, especially traditional FMCG dealers, rarely use data management tools in their daily operations, leaving them unaware of which products are profitable, which are not, which are losing money, and which have no market potential. Even if some dealers have large business scale, good profits, professional teams for target tracking, and monthly inventory and asset checks, these are far from professional operation. With over a decade of experience in the FMCG industry, the author summarizes several data management tools to help dealers.
曾文忠 陈行军Cornered, How Can Distributors Embrace the Internet?
Internet anxiety, or mobile internet anxiety, is the most important issue facing many distributors today. Distributors were once the main channel from products to terminals and users, which contributed to the growth and prosperity of the distributor community and played an indispensable role in the rapid development of China's commercial economy. However, because most distributors are engaged in simple resale businesses and cannot participate in the design of manufacturers' distribution models, they are very passive in every iteration and change of marketing models, especially when internet marketing and mobile internet are surging and gradually becoming mainstream.
吴勇毅Resisting Manufacturer Channel Flattening: How Distributors Can Counter Manufacturers
In the process of channel evolution, manufacturers and terminals have always been dominant, while distributors are passive and relatively weak. However, most distributors are unwilling to accept this role and strive to gain equal footing. This article provides practical advice from the distributor's perspective on how to avoid being bypassed by manufacturers through channel flattening, including managing distribution networks, building strong relationships with downstream clients, and increasing the cost of replacement for manufacturers.
陆和平、 薛红伟Quick and Effective New Market Development: One Goal, Four Steps
Many salespeople feel overwhelmed when developing new markets, unsure where to start. This article outlines a four-step method for finding, evaluating, convincing, and servicing distributors, helping you navigate new market development with confidence.
代振N Ways to Play Price Promotions at Retail Terminals
Distributors most want to see booming apparel sales. As the saying goes, to make money, you need volume. Discounts and price cuts are effective, but if not used well, they can be counterproductive. Terminal price cuts require strategic thinking.
New DistributionThe Road to Reinvention for FMCG Distributors in the New Economic Landscape
The survival and development of FMCG distributors are closely tied to changes in FMCG companies. When the industry grows and companies expand rapidly, distributors grow in tandem; conversely, they face pressure and slow growth. As overall industry growth slows and competition intensifies, companies raise their demands on distributors. China's economic geography and commercial development are characterized by a large population, complex geography, diverse consumption patterns, and varying market order, leading to multiple forms of manufacturer-distributor cooperation.
New DistributionSeven Sins of Slow Sales in Peak Season
Distributors are busy preparing for the peak season, hoping to make a fortune. However, sales may not increase or even fall below normal levels. This article analyzes seven reasons that hinder distributors' shipments, including excessive price cuts, counterfeit products, low-profit old products, part-time salespeople, terminal arrears, high turnover of salespeople, and inactive secondary distributors.
New Distribution