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Seven 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 DistributionHow to Get a Grip on the 'Achilles' Heel' of Secondary Distributors
This article categorizes secondary distributors (二批商) into three types—circulation-based, channel-based, and terminal-based—and provides eight systematic methods for manufacturers and primary distributors to manage them effectively, including planning distribution structures, controlling shipment prices and rhythms, and stabilizing them during competitive threats.
史贤龙Three Principles, Four Supervisions, Five Dos, Eight Key Points: A Practical Manual for Distributor Teams in Township Distribution
With a rural population of over 900 million out of 1.3 billion, China's rural market holds immense potential. Following the strategies of 'building teams, setting standards, creating models, and ensuring implementation,' this article shares a practical case of township market development, including team building, the 'Eight Key Points for County and Township Market Development,' and supervision methods.
郭子涵The Manufacturer's Numbers Game
For companies and distributors implementing deep distribution, expense is a sensitive topic. If the marketplace is a battlefield, then personnel are the guns and expenses are the bullets. Without scientific and rigorous expense support, challenging competitors in deep distribution is impossible. But do the people carrying the guns know how many bullets they have? In other words, do today's distributors and manufacturers' city managers know how much expense they can use?
张势之Getting Close to 'Her' Is the Only Way
For some manufacturers, the terminal promotion formula q=vs (total volume equals cross-sectional area times flow rate per unit time) suggests that to increase overall sales, one must continuously raise distribution rate or per-store sales. Developing new markets (breadth) is easier than increasing regional sales (depth), so many manufacturers aggressively recruit salespeople to blanket new markets, as any shipment counts as sales—direct, simple, and effective. But the result is often that products are sent to distributors, and at best, promotions and support work; at worst, distributors order once and never reorder, and the market fails to turn over, harming future efforts.
张势之The Dilemma and Way Out for Sales Inventory
After the bustling sales season ends, many companies are busy rewarding achievements or holding summary meetings, but a nightmare lingers for marketing managers and distributors: a large amount of unsold products accumulate in warehouses, forming bad inventory. If not handled promptly, it can affect next year's sales or even destabilize the channel. This article analyzes the causes and harms of bad inventory and proposes systematic solutions based on supply chain optimization and treating bad inventory as a liability.
和君营销Why Can't Distributors Manage a Team of a Dozen or So People?
A distributor who once managed dozens of employees struggles to manage just over ten after losing a major brand agency, leading to internal conflicts and inefficiency. The root cause lies in the owner's 'core beam' mindset, which tolerates core employees' mistakes and hinders effective management.
张势之、张洪千Solving the Cost Overrun Problem of Distributor-Operated KA from the Root
As KA systems rapidly expand into third- and fourth-tier markets, modern retail channels account for an increasing share of corporate sales, prompting large companies to manage these systems directly while SMEs rely on distributors to control costs. However, this often leads to uncontrolled expenses, such as excessive cost ratios and unmonitored promotional spending, which can be addressed through risk transfer, careful distributor selection, and cross-regional KA management.
柏龑Distributors: What Should a Boss Be Busy With?
In training distributors for many companies, the author often hears distributor bosses complain about being too busy, having incompetent subordinates, and struggling to recruit and retain talent. However, the author has also met larger distributors who act like 'hands-off bosses,' managing only a few core people and spending time on strategic planning and exploring new opportunities. The key difference is that excellent distributors earn through intellect, while ordinary ones exhaust themselves physically. This article advises distributors to clarify their roles at different stages—being hands-on during startup, acting as a coach during growth, and becoming a manager during scale-up—to avoid being a 'three-mang' (busy, confused, and blind) distributor.
崔自三How Can Distributors Retain Their Top Sales Talent?
For distributors, attracting and retaining top sales talent is challenging, as top performers often prefer integrated supply chain companies and may leave to start their own businesses or join competitors. This article explores strategies such as emotional engagement, alternative career paths, delegation of authority, profit-sharing, and adjusting compensation structures to retain these key employees.
New DistributionPractical Tips for New Product Distribution
When launching a new product, no matter how scientific and comprehensive the marketing plan or how intense the advertising bombardment, if the product lacks distribution coverage, everything is empty talk. To improve distribution coverage, it is essential to first formulate reasonable promotion policies and cultivate a first-class sales team to execute them. During the author's tenure as a regional manager for a large fruit-milk beverage company, there was a prefecture-level market where the product had been on the market for a long time, but sales just wouldn't pick up. Upon visiting the market, the distribution rate in C and D class stores in the urban area was only about 10%, and the county-level distribution channels were not well-established. The distributor said...
刘连喜Dealer Loophole Management Series: Warehouse Management
During a visit to a dealer, the author witnessed expired products being discovered in a small warehouse, highlighting severe warehouse management issues. The article presents two case studies and a sample workflow to illustrate how dealers can integrate warehouse management with sales activities to prevent losses.
张势之A County-Level Distributor's Strategy to Dominate the Market
After defeating the local retail leader and becoming the top player, he seemingly aimed at wholesale giants, but in reality, he was setting a trap to reorganize all retail shops in the county. Song Leshan, who started as a clothing salesperson, used his savings of over 300,000 yuan to establish Leshan Supermarket in this small county, and within a few years, through classic 'commercial battles,' he swept through local retail and wholesale, becoming the largest retail chain in the county and initiating the expansion of stores to rural areas.
欧海青The Prerequisite for Effective Sales Management: Learn to Help Your Distributors Make Money
When faced with a distributor who lacks strength and refuses to cooperate, the best management approach is not to replace them but to help them make money. This article analyzes the reasons for distributor non-cooperation and provides methods for effective distributor management, emphasizing that helping distributors profit is the key to solving management issues.
刘连喜Profit Strategies for Distributors in the Next Five Years
This article discusses the two stages of a distributor's development: survival and long-term sustainability. In the survival stage, distributors focus on quick profits and opportunistic sales, while in the long-term stage, they must shift to strategic planning, cost control, and talent development. The article outlines key profit models and future trends, emphasizing the importance of brand resources, market positioning, and dynamic adjustment.
New DistributionA Simple, Practical, and Efficient Method for Quantitatively Assessing Distributors
Assessing distributor performance is a crucial part of channel management that manufacturers cannot afford to ignore, as it helps them reflect on the past and plan for the future. Neglecting distributor assessment can lead to a loss of control over distributors, making it difficult to identify channel problems and leaving the manufacturer at a disadvantage. This article explores a simple, practical, and efficient quantitative assessment system for distributors, covering assessment indicators, weighting methods, and practical examples.
高定基Sixteen Weapons to Combat Channel Diversion
Wherever there is distribution, there is diversion! Sales without diversion are not thriving; sales with excessive diversion are dangerous. For manufacturers, diversion is not merely a disaster; in some ways, it can benefit market development, and its management costs can be effectively reduced through preventive measures. Diversion typically refers to distributors selling products beyond their designated regions to maximize profits, exploiting differences in regional market demand. Regional diversion is a common marketing problem, also known as 'cross-selling.' This article outlines sixteen methods to prevent malicious diversion.
毛浓月How Should Salespeople Respond to Distributors' Challenges?
Every marketer new to the industry finds it challenging to deal with clients, often feeling overwhelmed. Based on personal experience, the author shares marketing insights to inspire those pursuing a career in marketing. The article addresses common distributor objections, such as product packaging, fragrance, pricing, distribution support, and sales assistance, offering practical responses and analyses.
童庆德The Profit Secret for Distributors: Keep Your Money Circulating
Distributors' money is fundamentally different from ordinary people's money; it is a tool for generating wealth, not just for consumption. The key to profitability is to keep funds circulating rapidly, as higher turnover rates lead to greater profits. A case study of a private banker illustrates how continuous cash flow maximizes returns.
陈志平Ten Key Points for Optimizing Product Portfolio
For distributors in the growth stage, optimizing the product portfolio is a crucial front-end control measure that can prevent many management risks in channel, cash flow, team, and financial management. To achieve this, distributors must consider ten key aspects covering internal management improvement, financial operation enhancement, and coordination of channel relationships.
刘卫华For 'Wahaha and Co.' to Survive in the Internet Age, It's Time to Get Tough
Over the past 30 years, China's FMCG giants built hierarchical channel models that outcompeted rivals. Now facing the ceiling of product surplus, these advantages have become liabilities. In a saturated industry, is there still a chance for those relying on numerous distributors?
杨江涛／王金卫The Fall of the Channel Haven
1. How can a 'recommended brand' become a 'preferred brand'? In the terminal market, 'preferred brands' dominate, while in the channel market, 'recommended brands' prevail. 'Preferred brands' are the first choice of consumers, while 'recommended brands' are the first recommendation of channel distributors and store owners. In the 'terminalization' stage, how can companies that once thrived in the channel market change their predicament? 2. Will rural e-commerce disrupt the market? E-commerce and search technology can be seen as an infinite extension of the terminal market, pushing consumer choice to the extreme and breaking regional restrictions on products. With the improvement of delivery systems, the younger generation working away from home will increasingly choose products online for their elderly parents and children. Will the channel undergo disruptive changes? 3. The channel advantages of some industry giants like Wahaha, Hualong, and Baixiang are weakening. Is your channel haven facing a 'fall' crisis?
刘春雄How to Handle Arrogant Distributors
In business, it's inevitable to encounter arrogant and difficult distributors, which troubles many salespeople. Some complain about bad luck, others about company policies, and some even want to have a showdown. But complaining and sulking are useless; we need to find a method that solves the problem without negative effects. To handle these arrogant distributors, we must first understand why they are arrogant.
New DistributionWhat to Do When Distributors Cry Poverty?
Once we understand whether distributors actually have money and the specific reasons behind their complaints of poverty, we can avoid detours and regretful actions. For instance, we won't be frustrated by facing the same old problem with a new distributor after dismissing the original one, nor will we sink deeper into passivity by repeatedly indulging a distributor who cries poverty. Of course, all this requires us to correctly identify our distributors and then take appropriate actions.
New Distribution