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Sales: Results Matter, but Process Must Be Managed!
This article argues that when a sales team lacks execution, the fault lies primarily with their managers, not the frontline staff, due to the common mantra of 'only results, not process.' It emphasizes that sales managers must supervise the execution process, not just demand outcomes, and offers practical advice on improving process control and execution skills.
李政权How Should Distributors Handle Supermarket Return and Exchange Requests?
A food distributor seeks advice on dealing with supermarkets' strict return policies for products older than three months. The response suggests proactive prevention and process control, including analyzing store sales data, adjusting performance metrics for sales staff, reviewing orders for anomalies, and negotiating return terms in contracts.
卜凡Regional Manager Market Operation Skills Essential Manual Part 4
This chapter discusses the selection of distributors, a crucial task for market managers. It categorizes distributors from various perspectives, highlighting the pros and cons of each type, and emphasizes that the choice depends on market conditions and brand strength.
方刚Standardized Operations for Distributors: The Basic Law of Internal Management
Distributors are a crucial link in the commercialization of products, serving as strategic pieces for manufacturers and indicators of product success for retail outlets. For distributors themselves, the ability to develop rapidly, adapt to market dynamics, and operate in a standardized manner is fundamental to their growth and success. Internal management is the most basic aspect of standardized operations, and this article discusses the establishment and execution of internal management systems, including behavioral norms, reward and punishment systems, attendance policies, and business standards.
侯军伟Regional Manager Market Operation Skills Essential Manual Series Part 3
This chapter focuses on sales volume, the most basic indicator for measuring a market or manager. It categorizes different types of sales (drug, waste, defective, and premium), explains how sales are generated through hard work and formulas involving outlet count, turnover rate, and product variety, and discusses monitoring sales, avoiding sales traps, and the importance of process over results.
方刚How Should Distributors Respond to Manufacturers' Product Price Increases?
To easily cope with manufacturers' product price increases and turn them to their advantage, distributors must accurately grasp and respond to the manufacturers' intentions, timing, and measures. The reasons for price increases vary, including rising raw material costs, channel profit erosion due to cross-regional selling, and market competition, and can be addressed through hard or soft price increases, requiring distributors to make accurate judgments, stock up, set sales policies, and follow up on sales.
李刚国Regional Manager Market Operation Skills Essential Manual Series Part 2
This chapter focuses on regional market survey and inventory, emphasizing the importance of knowing yourself and your competitors. It provides methods to estimate market capacity, analyze competitor sales, identify main consumption venues, and understand product structures, among other key indicators.
方刚How New Salespeople Can Effectively Transition into Managing Distributors in the Early Stage
The transition from a grassroots route salesperson to a distributor manager is a critical and challenging step in a salesperson's career. Newcomers often struggle because they lack experience in handling manufacturer-distributor relationships. The key is to stay humble, focus on practical actions, and gradually integrate into the distributor's team and market, rather than trying to appear authoritative or knowledgeable.
刘雷Market Strategy: Befriend the Distant and Attack the Near, Invincible in Battle
This article draws an analogy between military tactics and marketing, comparing advertising to "air strikes" (befriending the distant) and sales promotion to "ground attacks" (attacking the near). It emphasizes the importance of combining these two tactics at the right time and place, and provides guidance on how to effectively integrate advertising and sales promotion activities based on product life cycle stages and target audiences.
陈永伍How Should Distributors Survive in 2015?
As 2014 comes to an end, many distributors find that after deducting personnel, operating, and management costs, their profits are minimal. With intensifying market competition and slowing economic growth, distributors face pressure from both manufacturers and terminal clients. To survive in 2015, they must focus on strategic planning, continuous learning, management improvement, channel maintenance, product structure optimization, and inventory management.
师顺宽Learn to Gauge a Distributor's Management Capability by Looking at Their Warehouse
Marketing veterans often tell newcomers that sales management is simply about managing your inventory, but many marketers and channel customers fail to grasp this truth. The author regularly uses inventory checks and analysis during customer visits and market inspections to evaluate sales staff performance and customer management capabilities, arguing that warehouse management is a microcosm of customer management and a key window into their abilities.
李刚国“Blocking” Retail Customers' Excuses for Non-Payment
Distributors can improve their accounts receivable recovery rate by identifying retail customers' excuses for non-payment and flexibly formulating countermeasures. The better the excuses retail customers fabricate, the longer they delay payment. Distributors must remain vigilant and prepare in advance to deal with various excuses before collecting payments. The first step in dealing with excuses is to learn to distinguish whether the other party's reason is a fact or an excuse.
陈军Three Effective Methods to Persuade Distributors
Manufacturers and distributors are both partners and adversaries. Salespeople often struggle to persuade distributors to focus on their products. This article presents three practical methods: using facts, using data, and maintaining the right attitude.
梁胜威The 1.5x Principle of Inventory Management and Inventory Turnover: Don't Tell Me You Really Understand
Sales personnel must master inventory management knowledge and skills. This article elaborates on two aspects: the 1.5x principle and inventory turnover, providing detailed steps and techniques for effective inventory management.
詹居臻Accurately Understanding Terminals: Five Misconceptions Distributors Must Avoid
Terminals are the final link where consumers decide to purchase, and the ultimate realization of profit. Properly operating terminals can guide consumption, enhance brand image, and increase product flow, securing more and better survival space and resources for distributors. As industry competition intensifies, terminals are the core lifeline affecting distributors' regional market sales, making increasing terminal sales a top priority. However, distributors often fall into five misconceptions about terminals.
师顺宽Personnel Management: The Core Issue Restricting Distributor Development
This article discusses the main problems in personnel management among FMCG distributors, including lack of effective time management, workflow management, financial audit management, and communication with sales staff, leading to high turnover and inefficiency. It proposes solutions such as enhancing work enthusiasm, implementing market management measures, changing management concepts, and building corporate brand to attract talent.
李刚国Item Category Management: A Bottleneck for Distributor Development
As markets mature and retail terminals grow, distributors must evolve into specialized category distributors, yet many find profitability stagnant due to neglect of item category management. This article explains the importance, content, and implementation of item category management to help distributors break through development bottlenecks and enhance competitiveness.
New DistributionHow to Increase Sales in BC-Class Stores? Five Practical Methods
This article provides five practical methods for FMCG distributors to increase sales in BC-class stores (small, independent retailers). These methods include helping stores organize displays, building strong relationships with store staff, selecting the right products for each store, implementing special sales promotions, and concentrating resources on key stores, brands, and products.
梁胜威The Thirty-Six Stratagems: Sales Negotiation Leverage
This article introduces the Thirty-Six Stratagems and applies three of them—Besiege Wei to Rescue Zhao (intelligence), Repair the Road by Day, Sneak Through Chencang at Night (timing), and authority—to sales negotiations, illustrating how distributors and dealers can use intelligence, timing, and authority as leverage to gain advantages in business negotiations.
New DistributionStrategies for Distributor Salespeople to Expand in Township Markets
This article provides practical strategies for distributor salespeople to expand in township markets, covering pre-trip preparation, retail store visits, handling common objections, product discussion techniques, and business common sense.
New DistributionThe Eighteen Skills of a Regional Manager
This article discusses the challenges faced by regional managers in the FMCG industry, using the parable of two monks to illustrate the need for planning and capability. It outlines essential skills such as market planning, professional expertise, leadership, psychological resilience, coaching, and motivation, emphasizing continuous learning and adaptability.
New DistributionNew to the Industry: Where to Start?
This article offers guidance for newcomers to marketing, emphasizing the importance of understanding the industry, building relationships, mastering operational processes, aligning with corporate culture, and improving marketing skills.
陈志平Taming Distributors: First the Carrot, Then the Stick
This article discusses strategies for managing distributors, using two case studies to illustrate the 'carrot and stick' approach. The first case shows a regional manager resolving a conflict by first offering a concession (the carrot) and then reprimanding (the stick), while the second case demonstrates applying strict policies (the stick) before rewarding with recognition and bonuses (the carrot). The key is to balance both to build loyalty and improve cooperation.
王帅斌Year-End Inventory Loading: How Should Distributors Discern the Temptations?
As the year-end approaches, manufacturers often push distributors to stock up heavily to meet annual targets, using tactics such as coercion, personal appeals, and incentives. Distributors must carefully analyze these offers, considering market capacity and long-term implications, to avoid inventory buildup and financial strain.
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