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From 3000 to 500: The Survival and Death of Milk Powder Distributors
After the implementation of the strictest milk powder regulation, the number of formula brands dropped from 3000 to about 500, leading to a major reshuffle in the market. Distributors face shrinking channels and must reposition themselves and rebuild their channel strategies to survive.
New DistributionNiu Gensheng: The Second Half of His Life Aiming for Rockefeller
More than a decade before the hit TV drama 'The First Half of My Life' became popular, Niu Gensheng had already planned his future and even his family's. However, compared to the character Luo Zijun's life reversal in the drama, Niu's vision is far grander. After all, his goal is to become China's Rockefeller.
New DistributionDealer Product Management: Mastering These Tables Makes It All Clear
Many dealers, especially traditional FMCG dealers, rarely use data management tools in their daily operations, leaving them unaware of which products are profitable, which are not, which are losing money, and which have no market potential. This article provides several data management tables that dealers can use to track sales, accounts receivable, and channel profitability, enabling them to make informed decisions and improve operational efficiency.
曾文忠 陈行军Should Distributors Sell Their Companies?
As a company owner, facing the question of whether to continue or sell the business, one weighs reasons for both options. The business, like a troublesome child, brings both deep emotional attachment and increasing challenges, prompting consideration of selling.
潘文富A New Policy Scatters the Harem: Will Formula Milk Distributors Face an Empty Bed Period?
As the new formula milk policy takes effect, product lines are becoming clearer, and a new round of market and channel reshuffling has begun. At this stage, it is the distributors who decide which brands to partner with, akin to choosing a spouse. The article explores historical selection methods and modern principles for choosing brands.
彭克Eight Taboos for Regional Managers in Personal Conduct
Regional managers must first be upright in personal conduct before they can effectively manage business. This article outlines eight taboos in personal conduct that regional managers should avoid to earn the trust of both distributors and the company, thereby improving work efficiency and effectiveness.
游昌乔Three Stories About Distributors and Sales Staff: The Surprising Outcomes
The relationship between distributors and sales staff often revolves around money. Sales staff think: 'It's so hard and tiring, give us more money!' Distributors think: 'Give as little as possible!' The same issue of money, handled differently, leads to vastly different outcomes. As year-end approaches, some distributor friends called me to ask why it's hard for bosses to retain sales staff in modern enterprise management. So I told them three stories about distributors and sales staff, hoping they would be helpful.
New DistributionThe Value of Intermediaries: Filter or Sewer?
From offline to online, from physical goods to services, from distributors to platform operators, the work of intermediaries has changed, but the standard of providing value remains unchanged. What is this value? What is the most basic value for intermediaries? By simplifying and drawing analogies, we can find answers from the topic of distributor value. Kotler's classic marketing theory points out that distributors bear eight major values, whether it's negotiation, promotion, or risk sharing, all of which are values relative to brand owners.
黄润霖Three Moves for Market Launch: Dealer Lao Chen's New Product Show!
Lao Chen, a veteran beverage dealer in Nanchang, Jiangxi, seizes the opportunity to distribute a new functional drink from Company C. He uses a three-step strategy—product tasting event, focused distribution, and market tour—to create buzz, build a successful sample market, and achieve a record-high distribution rate, securing the full distribution contract.
New DistributionAre Distributors and E-commerce Platforms Destined to Perish Together?
E-commerce cannot easily kill distributors unless there is a major change in the form of production organization. Even if the C2B and C2M era arrives, it would not only be a disaster for distributors but also for e-commerce platforms, leading to mutual destruction. Currently, e-commerce has indeed removed some intermediate links, but e-commerce itself is essentially an intermediate link. Distributors play four cards: time, space, price, and quantity, each essentially about differences. In nicer terms, it's supply chain management plus supply chain finance.
李海平Even If Products Have Their Own Traffic, the Channel Battlefield Cannot Be Missed
The article argues that despite the rise of internet marketing, traditional channel distribution remains crucial. Even products with strong online presence, like Jiangxiaobai, rely heavily on offline channels. The author advocates for a balanced 4P approach where channels also serve as communication platforms, emphasizing that while online traffic can be fleeting, channels provide stable and controllable communication.
刘春雄A Real Case: The Rebirth of a Small-Scale Distributor After Business Difficulties
Zhang Wei, a small distributor, faced mounting management issues as his sales grew from 2-3 million to nearly 10 million yuan annually. Through strategic adjustments in product lines, personnel management, inventory control, and channel planning, he overcame these challenges and regained competitive advantage.
张艳超Practical Tips: The "742" Secret for Cash Stockpiling During the Mid-Autumn Festival, a 10-Year Experience Summary!
In the FMCG industry, the saying "terminal is king, terminal wins" remains relevant. However, merely having terminals is not enough; success comes from terminal activities, especially during peak seasons when stockpiling is crucial. This article shares the "742" technique for cash stockpiling, based on a decade of experience, to help salespeople effectively manage terminals and boost sales.
赵俊德Distributors: Have You Noticed These Management Details?
Drawing on extensive experience working with FMCG distributors, the author highlights common management oversights, such as discrepancies between delivery and acceptance amounts, and emphasizes the importance of data-driven decision-making and internal management for sustainable operations.
聪博How to Help Distributors Manage Their Teams?
In daily management, why do some teams become fragmented, with members shirking responsibility, idling away time yet full of complaints, where instructions are not effectively implemented, supervisors are not respected, and performance is nowhere to be found? In fact, building a team and establishing a supervisor's authority is not achieved overnight but is the result of daily accumulation. If supervisors elevate the daily morning meeting to the level of corporate culture and organize it scientifically and reasonably, it greatly helps to effectively solve these problems. This article briefly elaborates on the value and significance of morning meetings, common problems and causes of inefficiency, matters needing attention, and how to hold efficient morning meetings.
New DistributionDeep Dive: Traditional Distributors Transforming to B2B Is Not Just Moving Online!
Why haven't you made a profit after doing B2B e-commerce for so long? China's FMCG B2B sector began exploring business models from late 2014 to early 2015, reaching explosive growth by 2016. In this turf war, over 2,000 B2B companies are dividing the market, with more than 8,000 urban sites (including direct, franchise, and joint operations). In first-tier cities like Beijing, Shanghai, Guangzhou, and Shenzhen, hundreds or even thousands of B2B projects operate simultaneously, including numerous fresh food, beverage, and urban distribution ventures.
赵渤亮An Extra 400,000 Yuan in Gross Profit a Year? Should I Franchise a Tmall Store?
On August 28, the first Tmall convenience store opened in Hangzhou. Alibaba's announcement mentioned a 45% increase in sales, a 26% increase in foot traffic, and an expected annual gross profit increase of over 400,000 yuan. What does that really mean? A simple calculation: with a 20% gross margin (domestic convenience stores typically have 18%-20%), an extra 400,000 yuan in gross profit implies an additional 2 million yuan in annual sales, or about 5,500 yuan per day. Considering the higher margins on fresh food and ice cream, the actual new sales might be between 3,000 and 5,000 yuan per day. Even that alone exceeds the current sales of many small stores.
货圈全Eight Mechanisms for Distributors to Boost Employee Motivation
The article outlines eight mechanisms for distributors to enhance employee motivation, including profit-sharing, betting, internal marketization, compensation, heavy rewards, alliances, recruitment and retention, and performance improvement. These mechanisms aim to align employee interests with company goals, foster a sense of ownership, and drive business growth.
王兆树The 'Butterfly Effect' of Salesperson Shelf Management: How Many Distributors Are Still in the Dark?
As living standards rise and the consumer market grows rapidly, competition in the FMCG industry has become intense, and market operations have entered an era of precision. The standard for measuring market excellence has shifted from mere sales volume to terminal performance, including distribution rate, image promotion, pricing system, and shelf display. In particular, shelf display is now recognized by almost all FMCG manufacturers as the critical point of contact between products and consumers, leading to a fierce 'land grab' for prime shelf space.
刘连喜The Traditional Double-Festival Order Conference Is Slowly Dying
Why write about this topic? During a recent market visit, I noticed that this year's Mid-Autumn Festival (October 4) would normally be a peak time for manufacturers' order conferences, but many distributors have no intention of holding one due to high cost-effectiveness, insufficient returns, difficulty in collecting advance payments, and lack of interest from retail terminals. The article analyzes why order conferences are becoming increasingly difficult to hold, citing factors such as normalized holiday consumption, diversified consumer needs, online festival promotions, information transparency, intensified competition, lack of innovation, trust issues, chaotic marketing planning, and anti-corruption policies. It concludes with suggestions for reform.
朱朝阳How Does a Maternal and Infant Distributor Manage 1,000 Sales Assistants?
Shen Zhiqiang's Dongguan Lüchen is a 1,000-person team, mostly sales assistants. He believes that managing is about understanding human nature, and he uses a unique talent selection and internal training system to build a strong and stable sales force.
语墨Fierce Brand Competition Makes Channels a Hot Commodity! Distributors Building Their Own Terminals Face Challenges
As brand competition intensifies, channels have become a hot commodity, prompting many distributors to build their own retail terminals. However, this strategy is fraught with difficulties, including high complexity, professional talent shortages, and financial risks, requiring careful consideration and preparation.
张玉A Salesman's Monologue: An Utterly Failed Distributor Visit!
A distributor recounts a disastrous visit from two salesmen of a well-known domestic wine brand, highlighting their lack of preparation, knowledge, and professionalism, which led to a failed negotiation.
New DistributionMoutai Moves 2,800 Distributors Online with 'Moutai Cloud Merchant': Is Manufacturer-Distributor Direct E-commerce Reliable?
Moutai Group announced the full launch of its e-commerce platform 'Moutai Cloud Merchant' on September 9, inviting its 2,800 distributors and exclusive stores nationwide to join. The platform, which began trial operations in December 2015 and officially launched in June 2016, has attracted over 2,800 distributors and 250,000 members, with cumulative sales exceeding 4 billion yuan.
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