NEW DISTRIBUTION RESEARCH TOPIC
How can distributors keep growing across fragmented channels?
Front-line analysis of product selection, organization, channel strategy, profit models, and business transformation for FMCG distributors.
Related research and analysis
4622 articles · Page 103 of 193
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Distributors: Master the "Combination Punch" of Tier 1, 2, and 3 Products to Potentially Double Profits!
Products in a distributor's hands can all be profitable, but it's not always the case and depends on many factors. Therefore, mastering product portfolio is a key concern for every distributor. With numerous brands, how to position, select, combine, and execute? This article analyzes the characteristics of three tiers of brands and proposes an optimal product portfolio model.
New DistributionRevenue and Profit Both Decline: Have Unified's New Products and Distribution Channels Failed?
Uni-President, which has long relied on new product launches and distribution channel reforms to boost performance, seems to have hit a rough patch. Its 2017 interim results showed declines in both revenue and profit, with the beverage business suffering significantly. The company attributed this to the negative effects of adjusting sales pace and reforming traditional operating models since the second half of 2016. Zhu Danpeng, a researcher at China Food Industry, told Yicai that the decline was expected, noting that while new products like Hai Zhi Yan and Xiao Ming Tong Xue boosted the brand in 2015, they declined in 2016, and the distribution reform has yet to show results, making a turnaround difficult.
何天骄Distributors, Do You Really Think a Balanced Inventory Count Means No Problems?
Many distributors believe that a balanced inventory count indicates good warehouse management, but this article argues that there are many hidden issues that a simple count may miss, such as damaged goods, unaccounted materials, and employee tricks. It offers practical suggestions for more effective inventory management, including comprehensive counts, surprise audits, and third-party checks.
潘文富Insights from Henan Provincial Subsidiary Food: The Development of 'Major Distributor + Hybrid Model'
In 2016, Henan Provincial Subsidiary Food Company (hereinafter referred to as 'Provincial Subsidiary Food') ranked among the top liquor trading companies in Henan Province with sales of approximately 1.2 billion yuan, ranking first in comprehensive sales. As a representative of major liquor distributors, its development model is highly representative, especially for the new era of 'Major Distributor +'. This article analyzes the three development stages of Provincial Subsidiary Food to provide insights for the transformation of major distributors.
牛恩坤Thai Red Bull Presses Hard, Now Suing Chinese Red Bull Distributors: Where Should Dealers Turn?
Following the lawsuit against ORG Packaging, Thai Red Bull has now taken legal action against Chinese Red Bull's production and sales entities, escalating the trademark dispute. This article reviews the conflict's evolution and discusses the uncertain future for distributors amid Thai Red Bull's aggressive expansion plans.
New DistributionManaging Employees is Like Raising a Daughter: When She Grows Up, She Should Marry!
Click the image for details. Research on internal management of private enterprises by Pan Wenfu. Bosses hire new employees to give themselves new hope; manage employees to turn hope into actual value; fire employees when they find them worthless; and retain old employees to continue leveraging their value. All relationships in business revolve around profit, and whether employees stay or leave, and whether bosses like or dislike them, all stems from this. In other words, as long as employees can make money for the boss, their looks don't matter...
潘文富Turning "Face Projects" into "Genuine Recognition" in Customer Relations
Customer relations (keqing) are useful, but they are only a sales aid, not the driving force. When they become the main work of salespeople, they backfire. Effective customer relations come from working together and achieving results, not from superficial visits.
刘春雄Why Do Distributors Always Fail to Break Through These Four Sales Hurdles?
Distributors care most about profits, yet many struggle with stagnant sales growth. This article identifies four key hurdles: the limitations of bosses and executives, product selection pitfalls, market capacity and competition, and flawed incentive mechanisms.
王冠群Distributors: Don't Let Poor Warehouse Management Hold You Back!
Warehouse management in small and medium-sized private companies is often outdated, with messy environments, high product damage, and frequent inventory errors. The root cause often lies with the boss's overly simplistic requirements, focusing only on quantity. To improve, additional assessment points such as product value, dead stock ratio, and shipping accuracy should be introduced.
潘文富Distributors Want to Play Equity Incentives? Understand This Before You Act
Equity incentives are being touted as a powerful management tool, but they often fail, especially for small business owners. This article outlines the key factors that determine whether equity incentives can work, such as employee confidence in the company's future, recognition of the company, competitive advantages, and trust in the boss.
潘文富Three Stages Distributors Must Consider in Recruiting and Using Talent!
In most private companies, the first employee is the boss, the second is the boss's wife, and the third is often a relative, classmate, acquaintance, comrade, neighbor, or former colleague. As the company grows, the boss's approach to hiring and managing people must adapt through three stages: first, hiring those who are pleasing to the eye and handy; second, building a talent pipeline; and third, replicating talent in batches to reduce dependence on individual employees.
潘文富Ten Must-Check Items for Distributors: With So Many Receivables, Where Exactly Is the Problem?
This article discusses the issue of accounts receivable for distributors, emphasizing that reducing receivables requires a comprehensive approach. It lists ten key areas for business owners to examine, including legal clarity, classification of receivables, setting credit limits, daily updates, understanding customer settlement characteristics, dual communication channels, management of IOUs, collection training, seeking priority settlement, and linking receivables to employee performance.
潘文富Price Differentials, Channel Crossing, Display... Learn Terminal Management from Wahaha: Three Strategies and Seven Tactics to Cure All Ills!
A healthy market growth depends not only on team building and channel development but also on terminal development and management. Wahaha has developed unique terminal management methods, including price differential management, anti-channel-crossing measures, and innovative display strategies, which have proven effective in boosting sales and efficiency.
罗宏文Distributors: Self-Check These Ten Warehouse Management Issues One by One
Warehouse management is technically more complex than financial management, yet most warehouse staff lack professional training and rely on experience. This article lists ten fundamental warehouse management issues, including inventory counting, shipping accuracy, loading efficiency, value management, returns handling, upstream delivery, picking, new staff training, storage location design, and FIFO implementation, to help distributors assess their current warehouse operations.
潘文富Stop Fooling Yourself: Most Traditional Companies Are Engaged in Fake Transformation
Large enterprises naturally attract attention, and their every move resonates with industry practitioners. However, experts often cite examples like Wahaha, Want Want, Master Kong, Nongfu Spring, Yili, and Mengniu, which offer little guidance for the majority of small and medium-sized enterprises (SMEs) struggling to survive. Business development depends on opportunities and accumulated strengths; Wahaha, despite a nearly 40% decline in recent years, still generates over 50 billion yuan in sales, instantly surpassing many SMEs. Transformation paths modeled on large enterprises are bound to be ill-suited, or they may end up going in circles without progress.
余五洲Distributor Management | Don't Say No One Taught You Excel Tricks – After This Clear Tutorial, You'll Never Talk About Tricks Again!
This article presents a collection of the fastest and most powerful Excel tips for common work tasks, such as extracting names and phone numbers, comparing data, converting formats, and using formulas. It also includes detailed formula examples for employee information, attendance, data analysis, and other business scenarios, along with a section on using pivot tables for data analysis.
New DistributionSalt Reform: How to Break Local Protectionism?
Since the salt industry reform was implemented on January 1 this year, policy breakthroughs have been made in areas such as salt production enterprises entering the circulation and sales field and cross-regional operations of salt wholesale enterprises. However, after more than half a year of implementation, the reform has encountered many practical difficulties. In an interview with a Daily Economic News reporter, expert He Yuan pointed out that the most pressing issue is the illegal use of wholesale licenses by local salt bureaus to block cross-regional operations of foreign salt. He suggests further marketization and central vertical management to break local protectionism.
谢欣 陈俊杰Profits Are Falling, Costs Are Rising—Distributors Must Remove These Three Mountains to Make Money!
As market competition intensifies, the FMCG industry has entered an era of razor-thin margins, while downstream costs for distribution, labor, and warehousing are rising faster than GDP growth. To survive, distributors must control costs by addressing three major burdens: inventory, fuel, and personnel, using modern management systems to optimize operations.
New DistributionSecondary Distributors: A Brand's Pain?
In provincial capitals and above, secondary distributors once greatly increased product coverage but are now a pain point for almost all brands. The article categorizes provincial capital models, discusses price chaos under squeeze competition, and suggests that internet platforms may solve the secondary distributor problem.
刘春雄Why Are So Many Distributors Running Away?!!
A recent article reported another distributor fleeing, sparking widespread lament as such cases have become increasingly common over the past two years. Why? Business is tough! As a 16-year industry veteran, I've summarized several reasons: 1) Manufacturers aggressively push inventory without limits or ethics; 2) Bank credit tightening leaves distributors without funds, a policy issue with no solution, except for those who fall into high-interest loans, leading to ruin; 3) Slow market sell-through, with goods not moving but costs rising, due to consumer diversion and upgrading, rendering traditional channel functions obsolete; 4) Failed transformations, whether to e-commerce, manufacturing, retail, or even cult-like following; 5) Team collapse and mutual destruction, as distributors with smallholder mindsets fail to share profits, accounts, or power; 6) Loss of marketing service and operational capabilities, including deep distribution, freshness management, negotiation skills, and channel integration. However, some have successfully upgraded by leveraging supply chain, category, channel, organizational, warehousing and distribution, community, or e-commerce dividends.
任小东Distributor Says: "What If We Can't Afford to Stock Up?"
Dafa Trading, a key distributor under your management, achieved 49 million yuan in sales last year, but this year's target is 54 million, requiring an additional 5 million. The distributor, Lao Liu, is anxious about lacking funds to purchase more stock. You need to identify the funding gap and find solutions from both internal and external sources to help him overcome this challenge.
刘华明【For Major Distributors】If Warehouse Issues Are Not Solved, the Bigger the Distributor, the Greater the Pain!
Distributor bosses are best at sales but most troubled by management. For distributors with sales over 60 million, management issues, especially warehouse management, severely hinder growth. This article offers ideas for efficient warehouse operations, such as assigning responsibility for storage locations, weekly inventory accuracy competitions, fast picking, and scientific product placement.
徐永刚