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When Warehousing, Orders, and Capital Are Stripped Away, What Can Distributors Do in the Future?
Some say distributors will die, but the author argues that while middlemen will always exist, the current form of distributors will perish. After stripping away warehousing, order systems, and capital, the core function left for distributors is channel promotion, which will define their future role.
刘春雄Countdown 5 Days | How Should Distributors, Brand Owners, and B2B Break the Deadlock Amid Channel Transformation?
A brand owner shares how partnering with a B2B platform led to explosive sales growth, highlighting B2B's value as a data source and testing ground for marketing strategies. New Distribution defines 2019 as the first year of digital transformation in FMCG channels and invites industry players to its 'Break the Deadlock' conference.
New DistributionHundreds of Stores Stocked, but Sales Barely Move: The Reasons Behind This Are Thought-Provoking!
For many distributors, product distribution can be done quickly, but market activation after distribution is slow. Once products don't sell, it leaves a bad impression on retail stores, affecting customer relationships and making it hard to introduce new products later. Terminal sell-through is the most direct and important indicator of a distributor's performance, as it's the final step in consumer purchase decisions and the ultimate realization of distributor profits.
师顺宽Youyou Food: Questionable Disclosure Rigor, Can Entering Hot Pot Base Material Market Break the Chicken Feet Dilemma?
Youyou Food, known as the 'first stock of pickled pepper chicken feet,' finally passed the CSRC review for its second IPO attempt, but soon faced scrutiny over its distributors' licenses and data accuracy. The company's move into the hot pot base material market may not solve its product diversification issues.
@十玖Being a Distributor for a Big Manufacturer: All Face, No Substance
Lao Wang, a dedicated distributor for a top-tier daily chemical manufacturer, found that despite rising sales, his profits plummeted and he eventually incurred losses due to the manufacturer's stringent task requirements, forced product allocations, and high inventory pressure. He ultimately chose to exit, highlighting the challenges distributors face with large manufacturers and offering strategies for self-rescue.
DIAO叔Distributors, What Is Your Competitive Edge Now?
Distributors are organizations with high social value but low valuation. They are scattered across the country, playing a crucial role in supply chain organization and delivery for consumer goods, yet they neither own products nor retail stores. Investment institutions fund manufacturers and retailers, but rarely distributors, and even then at low valuations. This low valuation led some new enterprises to try to eliminate distributors, but they failed, proving that existence has its reasons. However, we must consider: what is the core competitiveness of distributors today? Efficiency and low cost are the underlying competitive advantages, achieved through platform services, efficient logistics, and data-driven management.
麦得邻14 Business Analysis Reports a Distributor with Sales Over 10 Million Must Review at Month-End
When a distributor's sales reach 10 to 30 million, they are at a critical juncture between the 'entry stage' and 'growth stage.' After surpassing 10 million, distributors often face challenges such as expanded business scale, increased personnel, more complex processes, and deeper market penetration, making old management methods ineffective and leading to confusion and inefficiency. This passive situation mainly arises because management tools and methods haven't kept pace with the widened management scope, causing information failures and decision-making problems. To regain control and avoid declining efficiency, distributors need to systematically track business information using 14 key reports, starting with the monthly performance summary and detailed reports.
马兴强To Forge Iron, One Must First Be Strong: What Is the Core Competitiveness of Distributors?
In the traditional FMCG industry, where 'embracing new retail' is increasingly emphasized, distributors and manufacturers are being courted by numerous B2B internet companies. However, the author argues that new retail represents a shift in operational thinking; while leveraging these platforms may offer a head start, relying solely on external support could be a double-edged sword for distributors. At this stage, it is more crucial for distributors to understand how consumers have changed and to identify what should be prioritized first, such as enhancing their core competitiveness in areas like community store operations.
邢仁宝All Distributors, Why Can't You Outperform Him?
This article explores why some distributors thrive while others fail, outlining six stages of distributor growth and the key qualities needed at each step, from product selection to channel management and beyond.
黄润霖Distributors: Why Do Blockbuster Products Always Elude You?
Blockbuster products are those that are top-selling, stable in quality, well-reputed, continuously hot, and gaining market share. They can compensate for a distributor's weaknesses, but many distributors miss out due to decision-making errors, misplaced focus, premature judgment, and waiting for products to become hits before taking them on.
王冠群Uncovering the Truth About Secondary Distributors
Many manufacturers and primary distributors view secondary distributors as troublemakers who disrupt pricing and promotions, but this article argues that these perceptions stem from misunderstanding. Secondary distributors operate as independent entities with their own profit-driven logic, and their seemingly erratic behaviors—such as price cutting and information gathering—are rational strategies for survival in a competitive market.
刘传飞In the Second Half of the Internet, the Targets of Transformation Are Manufacturers and Distributors!
The second half of the internet is about integrating online and offline, new marketing and new retail, and the 'traditional plus' model, targeting manufacturers (F) and large distributors (B). This article contrasts the first and second halves of the internet, highlighting six key differences and arguing that the second half requires a focus on supply, mainstream players, and industry value, with digital empowerment of traditional supply chains.
林枫In the Era of Concentrated Rise of Channel Brands, Where Are the Crises and Opportunities for Distributors?
Two trends are evident in the marketing world: distributors are forming alliances and associations, and new brands are rising by integrating other brands or categories. This signals the awakening of channels. The article argues that we are still in the stage of channel transformation, where channel brands are emerging, and distributors must seize the opportunity to build their own channel brands before the market shifts to product innovation.
黄润霖Practical Tips | Successful Distributors Do Market Development Like This!
As the industry shifts back to physical retail and companies focus on lower-tier markets, county-level distributors are becoming increasingly important. This article explores how distributors can break through in county markets, covering product strategy, rapid distribution, attacking competitors' weaknesses, and stabilizing profits.
New DistributionDealers Understand the Logic, But Why Don't They Act?
Despite understanding the importance of marketing and promotion, many dealers fail to take action due to various reasons such as lack of know-how, fear of risk, unwillingness, or insufficient manpower. This article categorizes these dealers into four types and suggests corresponding strategies for manufacturers to address each.
黄润霖Distributors, Stay Calm and Don't Panic!
Distributors are overwhelmed by a flood of concepts like transformation, B2B, new retail, and community group buying, feeling pressured to keep up or risk falling behind. However, the key to success lies not in chasing trends but in focusing on fundamentals: solid management, talent development, and execution, as exemplified by a distributor who reduced warehousing and distribution costs from 5% to 1.7% through practical measures.
何建峰Distributors, Is Your Safety Stock Safe?
For distributors, inventory is a challenging issue, especially for frozen food and ice cream distributors who must maximize efficiency within limited cold storage. This article explains what safety stock truly is, the three factors affecting it, and provides formulas for calculating it accurately.
冷冻君Distributors Say: "We're Not Making Money with Your Business!" What to Do?
When distributors claim they're not making money, it's crucial to understand what they mean by 'making money' and how they calculate it. This article explains how to analyze the situation, calculate ROI, and respond effectively to turn the conversation into a collaborative opportunity.
刘华明How Can Distributors Seize Opportunities from the红利 of Community Group Buying?
This article explores three questions: why community group buying has succeeded among various new retail concepts, whether it will squeeze distributors' survival space by enabling direct manufacturer-retailer transactions, and whether distributors should operate their own community group buying businesses. It analyzes the cost advantages of community group buying and its implications for distributors.
连杰2019, How Should Distributors Plan for Success?
As the new year begins, FMCG distributors must plan their annual strategy to maximize market output. This article emphasizes the importance of data-driven decisions, strategic foresight, benchmarking against peers, securing core customers, and adapting to market changes.
邢仁宝New Marketing Organization Transformation: Evolving from B-end to C-end Organizations
Liu Chunxiong defines new marketing with the core theory that all 4Ps are communication. Traditional marketing organizations are B-end, while new marketing organizations are C-end. Over the past 30 years, marketing has evolved from sit-selling to mobile selling to connected selling, reflecting shifts from material scarcity to abundance and from material needs to aspirations for a better life.
方刚Dealer Operations Playbook: Every Thriving Dealer Has a Signature Move!
This article explores how dealers can build their own communication platforms using WeChat Official Accounts, personal WeChat, and Moments to improve recruitment, customer relations, and sales. It highlights a case study of Dunjie Supply Chain, which successfully recruited 200 local salespeople in one day through a referral campaign, and provides a step-by-step guide for dealers to implement similar strategies.
袁来Salespeople: Are They Really Crushing Distributors?
This article discusses whether salespeople should force inventory on distributors, arguing that excessive pressure can destroy partnerships and the distribution channel. It uses Coca-Cola's example of avoiding such practices to maintain healthy relationships.
谭长春Wandering Distributors
Over the past decade, the world has changed dramatically, and the FMCG distribution landscape has shifted from a channel-dominated era to one requiring product focus and strong management. Distributors now face the challenge of adapting to new retail realities or being left behind.
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