TOPIC ARCHIVE
Dealer Operations articles
经销商经营
Browse 3709 New Distribution articles about Dealer Operations.
Published articles
3709 articles · Page 85 of 155
The Biggest Waste for a Distribution Company Is the Waste of Sales Experience!
The biggest waste for a distribution company is the waste of sales experience, as sales is the only department that directly creates profit. To quickly enhance the sales team's capabilities, sales managers and supervisors should foster an internal learning and exchange atmosphere, promoting experience sharing, self-training, and self-learning, which is the best way to improve team performance and progress.
郑伦勇The B2B Revolution: Are Distributors Most Confused? Three Tips to Accelerate Retail!
With the upgrade of information technology and the implementation of national policies promoting consumption upgrades, the FMCG industry has seen explosive growth, leading to a wave of B2B development. This wave is integrating upstream supply chains, adjusting channel systems, and directly connecting downstream stores, prompting manufacturers, distributors, and retailers to develop new collaborative platform models. However, local distributors are lagging in adopting B2B platforms due to three main confusions: trust issues among competitors, limited product range, and lack of professional talent and management awareness. The article proposes three solutions: forming regional FMCG platforms by combining complementary categories, adopting a shared warehouse and distribution model, and opening regional markets to all suppliers.
王神兵Preparing for the Double Festival to Ignite Sales: Have You Mastered These Tactics?
As the Double Festival approaches, liquor distributors are gearing up for the peak season. To maximize sales, they need to focus on four key areas: strategic stockpiling, terminal execution, targeted promotions, and team motivation.
陶璐珅Manufacturers Want to Win Over Distributor Bosses: It's Not Just About Signing Contracts and Shipping Goods!
From the manufacturer's perspective, distributors are often viewed as subordinate units or even sales tools, leading to expectations of compliance and execution. However, most distributors show limited cooperation, often敷衍了事 or delaying tasks. To improve cooperation, manufacturers must address three levels: the distributor boss, the distributor's employees, and downstream customers, as merely signing contracts and shipping goods is insufficient.
潘文富When JD and Alibaba Both Sell Goods to Small Shops, Should Distributors Transform?
In recent years, FMCG B2B has become hot, with JD and Alibaba entering the industry and announcing plans to transform millions of small shops. This article discusses whether distributors should embrace internet transformation, and invites them to participate in a survey on their attitudes towards internet transformation.
New DistributionEverything You Need to Know About Distributors' Internet+ Transformation
The following content is a compilation of articles previously published by this official account about B2B e-commerce, allowing distributors to read them all at once for convenience. At the 3rd (CFIC) FMCG + Internet Conference hosted by New Distribution during the Autumn Sugar Fair in October, we will invite over a thousand people from various industries along the supply chain, including brand owners, distributors, B2B platforms, logistics, retail, and supply chain services, to discuss in depth how to excel in 'model innovation and supply chain services'.
New DistributionDistributor Bosses: Master These 3 Rules to Quickly Turn New Employees into Business Backbone!
Many distributors report that new employees often leave within days or develop bad habits. The key is to understand that training means changing habits, abilities, and attitudes, and to follow a structured approach: demonstrate, let them do, evaluate, and open up. Prioritize accuracy over speed initially.
师顺宽Will Distributors Disappear? A Lie!
The claim that distributors will disappear has resurfaced, but it has been proven wrong for over a century. B2B platforms will only replace non-core functions of distributors, not their essential role in promotion and market development.
刘春雄The Collective Demise of Second-Tier Distributors: First Understand These Four Ways They Die!
Second-tier distributors, as sub-distributors under regional dealers, primarily distribute goods from dealers to terminals and retailers for a margin, leveraging their familiarity with outlets and people, logistics, and financial platforms. Under the dual pressure of industry adjustment and manufacturer channel flattening, their survival space is shrinking, and the rise of e-commerce and B2B models has further undercut them. This article analyzes four main causes of their demise and explores whether they still have a future.
云酒How Should County-Level Distributors Transform in the Face of Internet Impact? Is E-commerce the Best Way Out?
After visiting several county-level distributors in East China, the author found that many are anxious about internet giants encroaching on their business with diverse products, flexible promotions, and one-stop procurement. They wonder if they must transform to e-commerce to survive, but the author argues that B2B in county markets is not yet mature and suggests more measured improvements rather than radical changes.
赵波Have Alibaba and JD's Branded Store Models Found Their Way?
The article questions whether the B2B models of Alibaba and JD, which involve rebranding small stores, have truly succeeded. It argues that constant model changes indicate failure, and suggests that the future lies in platform-based distribution, order, and promotion systems, with channel promotion remaining the core function of distributors.
刘春雄How Can Distributors Offering Consolidated Warehousing and Distribution Survive Going Forward?
Based on the distributor's business foundation, providing consolidated warehousing and distribution services is one of the models for distributor transformation and upgrading. After running for a period, most face operational obstacles, with the real troubles being the operational model and the pressure of burning cash. The correct approach is to continue strengthening one's own agency business and even expand into second-tier distribution to ensure a basic distribution volume, thereby supporting operational costs and maintaining competitiveness.
邓学君Dealer's Professional Manager: Why Won't Your Subordinates Listen to You?
This article discusses why subordinates may not follow instructions from their managers in private enterprises, offering practical advice on separating position from authority, building personal recognition, quantifying work, providing benefits, taking responsibility, and ensuring replaceability.
潘文富Which Inventory Model Suits You Better? The Role of FIFO Is Not Omnipotent!
When it comes to inventory models, many people immediately think of the FIFO (First-In, First-Out) model. However, FIFO is not a one-size-fits-all solution. In warehousing, FIFO, LIFO (Last-In, First-Out), and random issue are common models, each closely tied to the characteristics of the goods. Supply chain expert Mr. Wu shares insights on these models and offers practical warehousing tips.
吴宇Distributors: How Should Your Terminal Management Be Sunk to Enhance Competitiveness?
Most distributors' businesses are too superficial, lacking true depth in planning, product mix, execution, customer management, and sales promotion activities. To improve, they must establish a solid terminal management system, provide value-added services, shift from inventory transfer to actual selling, and further sink terminals to direct users and consumers.
潘文富Distributor Boss: Are Your Company's Back-Office Staff Doing Their Job?
Every company can be divided into front office and back office. In theory, the back office should serve the front office, but in many private companies, the opposite is true, which dampens the enthusiasm of frontline staff. This article analyzes the reasons and offers solutions to improve the situation.
潘文富A Distributor's Transformation: Private Label Hits 100 Million in Annual Sales, and It Also Opens Its Own Category Stores
During a period of industry upheaval, a distributor in a third-tier city transforms itself by developing private labels to become a 'factory-less manufacturer' and by opening its own category stores to extend its reach downstream, illustrating the shift from traditional distribution to a more integrated supply chain role.
张思遥Dealer Boss, Is Your Company's Foundation Work Solid?
Over the years, I've seen too many ambitious dealer bosses with clear five-to-ten-year development plans, yet few succeed. Are all failures due to objective reasons or bad luck? No. Upon careful analysis, most stumble on foundation work. After all, a tall building rises from the ground; without a solid foundation, how can the upper structure be supported? Some dealer bosses might say, 'I've managed my company for over a decade, so my foundation work should be solid; I know every task with my eyes closed.' Fine, next I have some trivial but realistic questions for each boss to take a small self-test.
潘文富Alibaba Retail Link to Build 2,000 Fulfillment Centers with Distributors Nationwide: What Does It Mean for the FMCG Industry?
Alibaba Retail Link held the opening ceremony for its first fulfillment center in Yiwu, Zhejiang, on August 18, marking a breakthrough in integrated warehousing and distribution, faster delivery, and better service for brands and small stores. The company plans to set up fulfillment centers in over 2,000 cities nationwide, complementing regional warehouses to optimize supply chain efficiency.
赵波Key Factors Restricting Distributor Development and Seven Steps for Distributors to Control Channels
Objective reasons include changes in the business environment and retail formats, intense brand competition, high terminal entry and maintenance costs, and inadequate market protection. Subjective reasons include limited capabilities, complacency, family management, over-optimism, and poor negotiation with manufacturers. To control channels, distributors should follow seven steps: customer screening, relationship cultivation, personnel training, off-season maintenance, model reference, promotion planning, and inventory management.
New DistributionGovernment Warns: Platforms Like Maidianshangcheng and Yunlianhui Involving Capital Pools and Rebate Models May Be Illegal!
Focus Interview exposes the tricks of 'full consumption rebate' schemes. In 2017, government departments issued warnings against prevalent consumption rebate and capital pool schemes. A county magistrate commented on the rampant situation, and risk alerts were issued to educate the public about the dangers of such models.
New DistributionA 10-Billion-Yuan Market: How Can Distributors Grab a Share of the Surging Soy Milk Market?
This article discusses how distributors can operate in the soy milk market during its early stages, focusing on consumer behavior, channel selection, and communication strategies. It emphasizes targeting young consumers, focusing on specific consumption occasions like small restaurants, and avoiding generic nutritional claims.
袁来如此Ten Common Mistakes Distributor Bosses Make When Setting Up Rules and Regulations: Have You Made Any?
Regarding rules and regulations, bosses often hold two attitudes: one is that they are necessary as the company grows; the other is that they are useless since employees don't follow them. Objectively, rules are just a management tool, and their effectiveness depends on three factors: how the boss views them, how they are designed, and how they are introduced and applied. However, some bosses fall into common pitfalls, resulting in ineffective or even counterproductive rules.
潘文富Dealer Bosses, What Should You Pay Attention to in Advance When Your Relatives Join the Company?
Family relatives are the preferred employees for small private companies. In the boss's view, these relatives are well-known and even very familiar, so arranging them to work in the company as relative-employees naturally brings more peace of mind, often placing them in important positions such as warehouse management or finance. However, from the perspective of company management, managing relative-employees is more complex, and improper management can bring more negative impacts to the company or other employees.
潘文富