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Dealer Operations articles
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A Comprehensive Analysis of Wholesalers: The Frequent-Delivery Wholesalers Are Actually Post-80s!
This report analyzes the current situation of local wholesalers in China, revealing that most are post-80s with over 10 years of experience, operating mainly in suburban areas. They face challenges from B2B e-commerce platforms, yet their fast delivery speed remains a key advantage.
微数实验室Key Questions Distributors Must Consider to Boost Sales
This article discusses several key questions that sales professionals often raise, emphasizing the importance of thinking about the essence of problems to find the root causes and effective solutions. It covers why consumers buy and continue to buy your product, why terminals sell your product, the true role of salespeople, why sales may decline, and the need for focus in marketing efforts.
朱志明If It Can't Help Distributors Cut Costs, What's the Real Value of Centralized Warehousing and Distribution?
A distributor in Jiangsu doubled sales and multiplied profits within a year by partnering with a cloud warehouse for centralized warehousing and distribution, freeing him from logistics and finance to focus on market services. The article argues that the true value of such systems lies in enabling distributors to specialize in market service rather than merely cutting costs.
新经销刘少德Making Urban Distribution to Save Money for Distributors? Then Your Model Might Be Wrong!
Urban distribution transformation is a hot topic among large distributors, but profitability often falls short. The key is not to save money for distributors but to break the existing distribution hierarchy and reallocate channel profits, with the ultimate goal of capturing up to 90% of the profits through platform-based services.
赵波The Moderate Hawk Zong Qinghou
Zong Qinghou remains a distinctive and unique flag in China's physical manufacturing sector. In an era of dramatic changes in consumption and channels, can Zong Qinghou carry out a moderate transformation within Wahaha? A person's past determines their future.
谢芸子Transforming into Local Logistics: Platforms Indeed Can't Replace Distributors, But They Can Swap Them Out!
In the early days of B2B, it seemed all-powerful, making distributors fear for their survival. Now that B2B has cooled, distributors take comfort in their irreplaceable value, but when local logistics platforms emerge, they resist change. At a recent New Distribution conference, we interviewed dozens of distributors and found that while they tout local relationships and service as core strengths, they are reluctant to outsource warehousing and distribution, fearing loss of control. This article explores why, using the case of Changyi Logistics, which successfully consolidated 38 distributors in Dingzhou within a year, and argues that platforms may not replace distributors but can certainly replace them with new ones.
袁来Five Steps for Distributors to Build a Base Market
Survival first, development second. This article outlines a strategy for distributors to create local advantages in limited spaces to win larger market shares and defend against competitors. It details the concept of a base market and provides five strategies for building one, including targeted, focused, speed-leading, outlet-driven, and process management approaches.
师顺宽Transforming to Unified Warehousing and Distribution: Cutting Out Secondary Distributors to Help Some Distributors Get Rich First!
Warehousing and distribution are to FMCG distribution what express delivery is to e-commerce. Without express delivery, e-commerce would not have developed so rapidly. Therefore, for the digital transformation of FMCG distribution, the importance of transforming warehousing and distribution functions is self-evident. Looking back at the rise of express delivery, it was a process from 0 to 1; before e-commerce, there was no such thing as 'express delivery.' Warehousing and distribution, however, have been present since the market economy, when commodity circulation shifted from supply and marketing cooperatives to individual dealerships. There are nearly 800,000 distributors nationwide, corresponding to nearly 800,000 FMCG warehouses, each equipped with varying numbers of vehicles.
袁来Assessing Distributors: Eight Dimensions to Determine Their Level!
This article outlines eight dimensions to evaluate a distributor's management level, including vehicle sales visits, business processes, salary structures, regional division, assessment results, commission orientation, bottle return commissions, and driver-salesperson wage composition. It emphasizes the importance of internal management systems for improving competitiveness.
方刚Three Key Strategies for Peak Season Sales
As the peak season approaches, FMCG manufacturers must focus on product sell-through after stocking up. This article outlines three essential preheating steps: terminal activation, appropriate promotional pull, and service marketing, to ensure products move quickly from warehouses to consumers.
崔自三Key to Distributors' Transformation into Unified Warehouse and Distribution Platform Operations: Channel Reform to Eliminate the 'Second-Tier Distributor' Role!
The unified warehouse and distribution market is huge, with the national urban distribution scale reaching about one trillion yuan in 2016, two to three times that of the express delivery industry, yet its concentration and intensification are extremely low. In the FMCG circulation field, unified warehouse and distribution has been a hot topic, as it separates business operations from warehouse and delivery, achieving socialized division of labor.
廖磊Is the Logic of Distributors Doing Unified Warehousing and Distribution Valid?
A recent article criticizing FMCG B2B has sparked discussion, pointing out the conflict between distributor functions and unified warehousing and distribution. This piece argues that while the theoretical logic is sound, timing is crucial, and with the right external catalysts, unified warehousing and distribution can succeed.
廖磊Dealer Bosses Focus on the Concrete, Not the Abstract—Is Selling Everything?
Dealer bosses, long immersed in frontline sales, tend to prioritize tangible results over abstract matters, often neglecting corporate culture. Yet, as history shows, seemingly abstract ideological alignment is crucial for organizational success. This article explores three practical steps for building dealer corporate culture: adopting memorable nicknames, sharing a good book, and establishing a historical symbol for cultural inheritance.
黄润霖Terminal Sell-Through: The Complete Work Checklist
For distributors, stocking shelves is not the problem; the real issue is when products don't move in stores. This article provides a framework for terminal sell-through in FMCG and related industries, covering the four key tasks: making products available, visible, audible, and top-of-mind, with detailed work checklists for each.
魏庆老师In-depth | How Can Distributors Break the "Curse" of Difficulty in Making a Profit from Unified Warehousing and Distribution?
Chinese FMCG distributors are traditionally small but complete "four-in-one" operations, combining commerce, logistics, information, and capital flows. As market growth slows and costs rise, many are turning to unified warehousing and distribution (统仓统配) to reduce costs, but profitability remains elusive. This article explores why the model often fails and offers strategic pivots, such as expanding beyond FMCG, restructuring distribution layers, and leveraging platform influence to partner with individual entrepreneurs.
袁来Dealers Who Can't Afford to Make Mistakes: Choice May Matter More Than Transformation!
Transformation is the biggest consensus among dealers in recent years, but where to turn remains the biggest confusion. This year, the question is no longer whether to transform, but where to turn. The article analyzes the theoretical options for dealer transformation, emphasizing that the choice of direction is more important than transformation itself, and that dealers must choose between strengthening commercial flow (marketing capabilities) or service flow (logistics services) based on their core competencies.
陈思廷Don't Be Fooled by 'New Retail' – It Aims to Control Brand Owners, Distributors, and Secondary Wholesalers!
Ma Yun's 'New Retail' is actually 'New Commerce,' which seeks to rebuild the entire supply chain from production to retail, with retailers (platforms) at the core. Brand owners must build their own brand traffic to avoid being subsumed by New Retail platforms.
苗庆显Is It True That Transforming into a Unified Warehouse and Distribution Platform Can Save Distributors Money?
The article discusses whether transforming into a unified warehouse and distribution platform can save distributors money. It presents a case study of a distributor in Jingzhou, Hubei, who transitioned to such a platform and shares insights on the challenges and potential paths forward.
袁来What to Do When Distributors Bypass You and Report Directly to Your Boss?
Some long-standing or well-connected distributors develop a habit of bypassing sales representatives to report directly to their superiors for better terms. This article offers strategies and principles for sales reps to handle such situations, including using humility, asserting professional responsibilities, and building strong relationships.
谭长春Reversing the Channel: Start with Small Retailers and Consumers, Then Recruit Distributors!
A successful food company entered a market dominated by competitors by using a unique marketing strategy: 'reversing the channel.' Instead of selling to wholesalers first, they sold directly to retailers and consumers, generating demand that attracted distributors. This approach helped them achieve a 900% sales increase in one year.
刘春雄How to Solve the Difficulty of Distributors' Payment Collection?
Payment collection difficulties for distributors are an indisputable fact in the food industry. This article explores the various manifestations and causes of these difficulties and proposes strategies to solve them, aiming to help distributors overcome payment collection troubles and reduce operational risks.
清风明月夜In the Digital Era, Should Brands Still Do Deep Distribution?
Despite rising costs and the rise of B2B platforms, deep distribution remains essential for brands to compete at the retail level. The future lies in collaborative models where brands partner with new types of distributors, such as individual entrepreneurs, marketing distributors, or regional self-operated B2B platforms, leveraging digital tools for efficiency.
袁来Three Tricks to Handle 'Troublesome' Distributors
Many sales managers complain about difficult distributors, but with the right methods, distributor management can be easy. This article offers three strategies: help distributors make money, help them spend money wisely, and build a close relationship with them.
孙星遇Zhuang Jing, President of Huoquanquan: The Inevitable Path for the FMCG Industry from the Perspective of China's Internet Development
This article is a transcript of Zhuang Jing's presentation at the FDIC 2018 China FMCG Digital Innovation Conference, edited by New Distribution. She uses examples from the World Cup, doctor strikes, and stock market behavior to challenge conventional thinking, then draws parallels between the development of China's internet and the FMCG industry, arguing that information transparency and data-driven decision-making are inevitable trends.
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