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.
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4622 articles · Page 104 of 193
Distributors Want to Successfully Transform to Amoeba Model? These Issues You Must Know!
Traditional distributors face challenges such as lack of capital, market, talent, products, models, and transformation methods. At the Meidelin Phase III Chengdu Conference, Mr. Mo of Chongqing Mingwang Trading summarized these difficulties and introduced how the deep application of the Amoeba model in distributors can solve them. This article analyzes how distributors can successfully transform using the Amoeba model based on Meidelin's big data analysis and Mingwang Trading's successful implementation.
New DistributionEnhancing Traditional Distributor Efficiency and Arming Retail Stores to the Teeth: Alibaba Retail Link Decodes Its Business Model for the First Time
At the second China 'Internet + FMCG' Summit Forum on July 15, Alibaba Retail Link publicly explained its business model for the first time, emphasizing its commitment to empowering distributors and small retailers through data-driven solutions, including the 'Super Member' project to transform product assortments and boost sales.
New DistributionThe Ideal State for Distributors: Customers Proactively Contact, Order, and Sell...
The ideal state for distributors is when customers actively praise their products, leading to more customers proactively contacting, ordering, and selling. While this is achievable, it requires exceeding terminal expectations, having standout highlights, and maintaining smooth communication channels to build strong customer relationships and word-of-mouth.
New DistributionGolden Monkey Set to Be Bought Back! Dealers Moved to Tears, Claiming Hershey Has Lost the People's Hearts
Shanghai Golden Monkey Group is in talks to buy back Shanghai Golden Monkey Food Co., Ltd. from Hershey, a move welcomed by most dealers who feel Hershey has lost their trust. The negotiation, ongoing for about two months, faces challenges over pricing and unresolved conflicts from the original acquisition.
方慧云A Practical and Down-to-Earth Daily Management Handbook for Small and Medium Distributors
This article offers a practical guide for small and medium distributors, covering key management topics such as retaining key employees, delegation, cost-saving, diversification, recruitment, and policy-making. It emphasizes the importance of clear systems, transparent communication, and aligning employee interests with company goals.
New DistributionCan't Move Products? Distributors, Check Your Salespeople for These Five Misconceptions
The channel is the customer, and the terminal is the market. However, many terminal marketing personnel fail in their business due to misconceptions in their concepts. This article outlines five common misconceptions and provides strategies to correct them.
New Distribution[Recommended for Collection] Live Broadcast Transcript: What Impact Does Retail Link's POS Integration Have on Small Stores? How Should Distributors Transform in the Future?
On July 5, Retail Link quietly launched a system called 'Super Member' and announced it on its official WeChat account on July 11. After New Distribution reported this, it sparked widespread discussion in the industry, with many distributors realizing that having no stores to supply might become a reality. To explore this, New Distribution invited Chen Qinghong, Deputy General Manager of Hd; Bao Yuezhong, a renowned retail expert; Lu Dexing, CEO of Yunduan Xinlian; and Shen Xin, Chief Strategy Officer of Wanyuan Yigou, to discuss the impact of Retail Link's POS integration on small stores and how distributors should transform in the future.
New DistributionDealers: Transform First or Upgrade First?
In recent years, we often hear the term 'transformation and upgrading.' Before discussing how dealers should transform and upgrade, let's first understand what 'transformation and upgrading' means. 'Transformation' refers to a new industry that has no direct relationship with your original business, possibly using your original funds, hardware, resources, etc., but the new industry is not directly related to the original one. For example, a dealer originally in trading now moves into manufacturing, retail, or third-party logistics. Although seemingly still in the retail industry, it is now at another node in the ecosystem. What is 'upgrading'? It refers to...
徐永刚Which Distributors Can Achieve a 'Comeback'?
The article outlines the evolution of distributors from the early 'speculator' phase to the current 'intellectual' phase, emphasizing the need for strategic thinking over mere tactical effort. It details the roles, responsibilities, development strategies, essential capabilities, and characteristics of successful distributors, urging them to focus on differentiation, service, and self-improvement to thrive in a competitive market.
戈军珍Distributors, Give Your Employees at Least a Basic Prospect!
Employees join a company naturally wanting a prospect and room for growth. If they remain salespeople year after year, there is no prospect, and this is especially intolerable for the post-90s generation, who frequently change jobs due to lack of development and space in their current companies. However, bosses often avoid complexity, preferring a stable arrangement where each employee stays in their role, but this mindset overlooks the need to actively help employees plan their development, as personal growth drives company growth.
潘文富Five Major Culprits Said to Damage Manufacturer-Dealer Relations: Any Additions?
In the baijiu industry, manufacturers have long dominated, controlling prices and policies, leaving dealers dependent. This article identifies five common practices that harm dealer relations: blindly replacing sales staff, frequently changing products, volatile promotions, poor channel control leading to price chaos, and breaking promises. It suggests solutions like scientific performance assessments, stable product strategies, consistent promotions, strict price management, and honoring commitments to foster loyalty.
New DistributionOne Map, One Route, Three Tables, Seven Fixes: How to Seize the Terminal
The terminal is the final link in the distribution chain, encompassing various retail outlets where consumers purchase goods. For distributors, these include hypermarkets, supermarkets, convenience stores, grocery stores, and retail stalls. Terminals hold significant commercial value, such as shortening distance, providing convenience, and promoting purchases, leading manufacturers to increasingly prioritize them, resulting in phenomena like 'grabbing territory,' 'grabbing terminals,' and 'grabbing displays.' However, numerous problems exist in terminal operations, including product chaos, pricing inconsistencies, weak channel management, uneven execution, poor new product promotion, salespeople neglecting small stores, exploiting system loopholes, and inefficiency. These issues ultimately lead to poor terminal sell-through, necessitating a fresh understanding of terminals.
New DistributionThe Four Knives for Distributors to Survive!
Business is a battlefield, and market space is often left behind by fallen competitors. Distributors must forge four defensive knives: dual branding, low-cost operations, local social resources, and market operation capabilities, to protect their business from rivals, manufacturers, and other threats.
潘文富Embarrassing! Multiple Uni-President Factories Shut Down During Peak Season
As the beverage sales peak season arrives, news of Uni-President forcing employee departures and closing factories has exposed the awkward reality of its beverage business: declining performance and factory shutdowns. Since July 6, reports have circulated about the closure of two factories in Xuzhou and Shijiazhuang, along with labor arbitration and lawsuits involving some employees.
赵晓娟Collection: With This Assessment System, Distributors Can Make a Fortune!
Distributors often complain that the bigger they get, the less they earn; the stronger the brand, the less they earn; the more they value culture, care, and corporatization, the less they earn. In the new situation, distributors need to innovate and move forward, with the most fundamental being to improve internal management and reshape comparative competitive advantages. By motivating employees through various methods to actively expand networks, do well in core terminal displays, and promptly clear near-expiry products, they can enhance their own strength and cope with fierce competition. For distributors, reshaping comparative competitive advantages is urgent. Internal management mechanisms need to be restructured.
New DistributionSorry! We Don't Want to Cooperate with Such Terminal Markets!
As distributors, we work hard every day to cultivate new customers and plan activities for retail outlets. After years, some outlets have grown significantly, while others remain stagnant. The key difference lies not in the market environment but in the way business is conducted and the attitude towards it. The following types of township customers are particularly troublesome and rarely achieve significant growth.
New DistributionMajor Move: JD New通路's Three Major Systems Openly and Transparently Connect with Manufacturers—What Does Alibaba Think?
JD New通路 announced on its official WeChat account that it will expand nationwide starting July 1, and introduced three major operational management systems for JD convenience stores. New Distribution previously analyzed New通路's 'online and offline blooming' in mid-June; today, we examine the new opportunities these three systems bring to brand owners. The smart management system for JD convenience stores, which connects brand owners, terminal stores, and consumers, includes the Smart Store Management System, the Walker Promotion Platform, and the Insight Big Data System.
New DistributionBeing a Valuable Salesperson to Distributors Starts with Teaching Them Product Display!
Display plays a crucial role in the entire sales process. Poor product display can undermine all previous efforts, while effective basic terminal display can significantly increase consumer attention and purchase probability. This article discusses how to secure and utilize terminal display resources effectively.
New DistributionFMCG Distributors, Have You Considered a Cross-Industry Venture?
Amid the buzz of B2B platforms and major moves by Alibaba and JD.com, FMCG distributors may feel their market share eroding. This article suggests a cross-industry opportunity: pet supplies distribution. It presents four key data points on the pet market's growth, distributor landscape, pet ownership rates, and spending potential, then explains why distributors are well-suited for this venture and what preparations are needed.
袁德健32 Promotional Tactics You Can Use Right Away to Solve the Problems of Terminals Not Pushing Your Product and Consumers Not Buying
In baijiu marketing, products seem to sell only when promoted. Without promotion, distributors, channels, or terminals won't stock up; without promotion, channels or terminals won't push your product; without promotion, channel and terminal loyalty declines; and without promotion, market share is quickly lost to competitors. These phenomena force manufacturers to invest heavily in sales promotions to expand market share and grow sales. Below are 32 channel promotion tactics seen in the market, shared for reference.
朱志明Small Bosses Manage Tasks, Big Bosses Manage People: How Should Distributors Use Mechanisms to Manage Their Enterprises?
This article outlines the five core fatal flaws of private enterprises, explains why enterprises need to establish mechanism systems, and details the ultimate purpose, ten core principles, 21 principles, five channels, and ten contents of mechanisms, as well as the differences between mechanisms and systems. It emphasizes that big bosses manage people while small bosses manage tasks, and provides a mnemonic for implementing mechanisms.
王兆树The Unresolved Red Bull Trademark Case: Is It Gradually Coming to Light Due to an Official Move?
Since 2016, when rumors of Red Bull's trademark expiration surfaced, controversies have been rife. As of June 30, an official Weibo post from Red Bull announced a massive market investment of 197.8 million yuan, hinting that the trademark issue may have been resolved.
冯瑶Distributor Suicide and Headquarters Investigation: Herbalife Entangled in Pyramid Scheme Allegations
Direct-selling giant Herbalife is facing turbulent times: management instability in China, a new SEC anti-corruption investigation after paying a $200 million settlement, and public outcry over a distributor's suicide. The 22-year-old distributor, who had invested heavily and recruited her younger brother, jumped to her death, raising questions about the company's practices.
New Distribution25 Solutions to Market Operation Problems
This article addresses 25 common market operation problems, including types of channel stuffing, prevention methods, causes and harms, handling of malicious channel stuffing, off-season market strategies, competitive responses, customer management, market development, promotions, competitor information gathering, quality issues, promotional interception, slow-moving products, new product launches, low-price sales in malls, word-of-mouth effects, becoming a preferred resource, customer segmentation, preventing promotional expense interception, pre-season inventory loading, handling near-expiry and expired products, benefits of separate product item operations, and new product development procedures and significance.
New Distribution