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A Salesman Fired His Distributor Boss, and His Reason Won Millions of Likes from Peers!
Remember the saying, "The world is so big, I want to see it"? A resignation letter citing that reason once sparked heated discussion. Not long after, a salesman decisively fired his boss with just a few words. His resignation reason was even more thought-provoking, earning admiration from peers. The endless stream of resignation reasons has left many bosses overwhelmed, and "too embarrassed to chase payments" has stirred up waves, bringing dual pressures of personnel costs and bad debt losses to food industry bosses, sparking a heated debate about debt collection.
New DistributionBasic Path for Distributors' Downward Transformation
Traditional distributors, positioned between manufacturers and local retail outlets, have seen their value diminish with the rise of third-party logistics, direct manufacturer operations, and B2B ordering platforms. To survive, they must either transform or shrink. For those staying in the local industry, three conventional transformation directions exist: moving upstream into production, expanding the middle layer through consolidation or logistics platforms, or moving downstream into retail. This article focuses on the downstream path, recommending a five-step approach: understanding the local retail landscape, gaining basic knowledge of current retail clients, technical intervention, diversified equity investment, and subsequent share increase with branding.
潘文富To Distributors: How Should You Treat the Business Brothers Who Once Fought Alongside You?
For trading companies, salespeople are one of the most important assets, and excellent salespeople are especially valuable. Bosses often treat them with great care, unsure how to handle them. Boss P, owner of a trading company, discovered in 2017 that a large amount of 'accounts receivable' had become uncollectible bad debts, prompting reflection on how to treat his sales team.
邓杰What Really Hinders Distributors' Further Growth?
Many distributors hit a sales ceiling and struggle to break through for years, even a lifetime. This article explores the key factors limiting distributor growth, including leadership, product selection, market capacity, and incentive mechanisms.
王冠群What Are the Differences in Interest Demands Between Manufacturers and Distributors?
Manufacturers and distributors have different expectations of each other. Manufacturers want distributors to reduce costs, focus exclusively on their products, invest heavily in promotion, and follow their plans. Distributors, in turn, expect manufacturers to reduce financial risks, provide more support, offer better services, and adopt lenient policies.
戈军珍How to Quickly Turn New Employees into Business Backbone! Distributors Must Master These 3 Rules!
Many distributors report that after finally recruiting a few new employees, they quit within days, and even those who stay develop many bad habits. Why is this? Many distributors are deeply troubled. Due to work reasons, the author contacts a large number of distributors every year and finds that most distributors cause the above problems for the following reasons: First, some companies adopt a unified training method for new recruits, thinking it is more economical than individual training, so they conduct centralized training for convenience. Second, some companies assign new employees to department heads or veteran employees for training, but these mentors are often busy and only assign trivial tasks, leaving new employees to fend for themselves. Third, some companies assign new employees to mentors who themselves are problematic employees, setting a bad example.
师顺宽Managing Distributors Requires Real Competence
Conquering others is difficult because you must surpass them significantly; if you are not as good as them, trying to conquer them is overestimating yourself. The fundamental purpose of managing distributors is to help them enhance their core competitiveness, and the ultimate goal is to create positive influence among end users, achieving win-win value. Only when distributors understand this and see the company act accordingly will they truly trust the company.
戈珍军Unconventional Path: 20-Year Distributors Survive Thanks to These 6 Ruthless Tactics!
Using poison as an antidote: When a competitor maliciously dumps products, a wine distributor colludes with the manufacturer to plant defective goods and report the competitor for selling fakes, effectively curbing the dumping. This is one of six unconventional tactics detailed in the article, each with a real-life case and commentary.
New DistributionNew Product Launched in 3 Townships in March, Sold 1.08 Million by June! How Did This Distributor Do It?
A prefecture-level city selling over 10 million is not surprising, but now a township market can sell over 10 million a year, and in heavy baijiu consumption markets like Jiangsu and Anhui, some brands achieve annual sales of around 100 million in township markets. With increasing industry concentration, how can ordinary distributors seize township markets and create a 'small area, big sales' comeback? This article details such a case, showing how a new brand achieved over a million in sales in a short time in a township market.
赵海永The Busy and Bewildered Small and Medium Distributors: Once Thriving, Now Some Are 'Miserable'
Forty years ago, as the reform and opening-up began, food industry distributors and wholesalers started their gold rush. Now, after a decade of hardship, especially for small and medium distributors facing manufacturer disdain, channel changes, and shifting consumer habits, the last five years have been particularly tough. This article profiles several distributors who have either transformed into service providers, deepened their channel penetration, or struggled to adapt.
潘瑞冬He Shixiang of Da Chen Ventures: The Singularity of FMCG Channel Integration Is Approaching, Dealers Should See the Big Picture in Transformation
He Shixiang, partner at Da Chen Ventures, stated at the 4th FMCG + Internet Conference that for investors, the most important thing is to predict industry trends and be able to see the future first and bet at the right time. The following is the content of Mr. He Shixiang's speech at the conference, compiled by New Distribution for readers.
何士祥Best-sellers to B2B, new products to distributors—will distributors accept?
After the small B2B boom in the second half of last year, B2B has shifted from verbal disputes to market competition. The so-called small boom was actually a large number of brand owners participating in pilot projects. Piloting means observing, not embracing. The results of observation include Red Bull blocking Lingshoutong, saying B2B disrupts prices and market order, and more extreme views that B2B is a joke. Some platforms say B2B is a trend and those who don't keep up will be eliminated. Don't fight the times. Going further, it's close to 'cutting yourself off from the people.' Extreme and paranoid views are not advisable.
刘春雄How Distributors Can Boost Sales and Profits During the Peak Season
Recently, many distributors of instant noodles, liquor, biscuits, and other products have contacted the author to discuss how to increase sales volume and profits during the peak selling season. They face many misconceptions and confusions regarding balancing sales and profits, as well as planning for the peak season market, which are common issues among FMCG distributors. Indeed, the peak season is the last 'bet' distributors can make in a year, often the last chance to turn around after a loss-making off-season.
崔自三Evergrande Spring Returns: High-Profile Birth, Low-Key Retreat, What Weapons Does It Bring This Time?
Evergrande Spring, the legendary bottled water brand, is back with a new low-sodium product line targeting the 3-yuan price segment. After a failed high-end launch and subsequent market collapse, the brand faces an uphill battle in a competitive market. Will it succeed this time?
张建The Highly Anticipated "Monster" Is Mired in Trouble, Once Considered Red Bull's Biggest Rival!
Recently, according to relevant media reports, Monster energy drink is mired in trouble in the Chinese market. This product, once considered Red Bull's biggest rival, is now facing a "disconnect with local conditions." In the fourth quarter of 2017, its operating losses in India and China totaled approximately $9 million (about RMB 57.15 million). In September 2016, as one of the top two energy drink brands in the United States (the first being Red Bull), Monster Beverage (known as "Monster" in the Chinese market) entered the Chinese market with the help of Coca-Cola.
新经销团队Interview with Zhou Bin of Guanjiapo: Four Steps and Three Rhythms for Distributor Transformation
Zhou Bin, co-founder of Renwoxing Technology, believes that traditional distributors have only used Guanjiapo software for inventory management, but now they must adopt internet tools for online ordering, payment, and connectivity. He outlines four steps and three key rhythms for distributors to transform into regional supply chain service platforms.
新经销团队Debate: Should Brands Ban B2B Platforms Over Channel Diversion and Price Chaos?
On March 26, Huabin Group's Guangzhou branch issued a notice to stabilize the market price system and protect the interests of distributors and channel customers, requiring distributors to stop supplying to Lingshoutong and prohibiting Red Bull distributors from acting as TP providers for Lingshoutong. The next day, Huabin's Fujian branch issued another notice to review channel customers cooperating with e-commerce, requiring them to stop supplying online platforms and designating Bestore as the sole e-commerce partner, sparking debate on whether brands should ban B2B platforms.
新经销团队What Is the Core Function of a Distributor?
In recent years, I've been asked similar questions: Will distributors disappear? Where is their way out? My conclusion is simple: distributors as a group will not disappear, but redundant ones will be optimized. The future form of distributors will change. In other words, as a group, distributors will not vanish, but as individuals, if they don't transform or fail to transform successfully, they will likely disappear.
刘春雄3 Strategies to Solve Regional Market Dumping Problems!
Small and weak distributors often feel helpless when facing market dumping. They can't rely on manufacturers, who tend to ignore their complaints, and retaliating against the dumpers often leads to mutual destruction. This article presents three effective strategies through case studies: retreating to advance, attacking the mind, and leveraging the manufacturer's power.
New DistributionDistributors: Manufacturers Shouldn't 'Help' the Wrong Way—Don't Give Water When Hungry, or Bread When Thirsty!
What do distributors need from manufacturers? This seemingly simple question is actually complex. Manufacturers must first understand distributors' intrinsic needs at different development stages—startup, growth, and maturity—and tailor support accordingly, rather than offering generic help that misses the mark.
崔自三WelinkData and CICC Pay Co-host 'Create Better Cash Flow' Launch, Making Credit Sales Simpler Than Ever
On March 29, WelinkData and CICC Pay co-hosted the 'Create Better Cash Flow' enterprise series launch and strategic partnership signing ceremony in Beijing. Industry leaders and financial experts, including Zhang Jingqiang, Executive President of China Association of Small and Medium Enterprises, and Zhong Shengjiu, CEO of WelinkData, attended and spoke at the event.
New DistributionTo Distributors: Is Buying Warehouse and Distribution Software in the Era of Channel Transformation Really a Transformation?
In the era of internet integration and transformation, some distributors feel lost and helpless. Why? One reason is fear of the unknown. Facing JD.com and Alibaba with massive capital and data, many distributors can only surrender. What is their weapon? Their channels, built over years. This is the first type of distributor. The second type is determined to transform but struggles to find a satisfactory solution. The third type has started transforming but faces issues like insufficient funds, weak technology, and talent scarcity.
初铮Coca-Cola's Ni Zhujie: The Trend and Opportunities of B2B Digital Channels
At the 2018 (4th) FMCG + Internet Conference, Ni Zhujie, Director of Market Access for Coca-Cola Greater China, shared insights on B2B digital channels. He highlighted the fragmented market structure in China, the evolution of B2B through stages of scale, profit, and efficiency, and outlined Coca-Cola's strategy to complement its existing distribution by partnering with B2B platforms to grow incrementally and refine existing business.
倪诸杰The Situation Escalates: Rumors That Yili Chairman Was Taken for Investigation, One Suspect Arrested
A media report claimed that Yili Chairman Pan Gang was taken away by authorities for investigation, based on his absence from public appearances for nearly six months. Yili responded that the rumors were false, and the company has filed a police report, with one suspect already arrested.
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