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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4623 articles · Page 127 of 193
“Lulu Doesn't Cross the River, Coconut Palm Doesn't Cross the River” — All Because Distribution Isn't Done Well!
In the beverage industry, there's a saying: "Lulu doesn't cross the river, Coconut Palm doesn't cross the river." This means that the two giants of plant-based protein drinks—one from Chengde, Hebei, stops at the Yangtze River when heading south, and the other from Hainan stops at the Yellow River when heading north. Why is that? Is it mutual courtesy or a logistics issue? We'll analyze why "Lulu doesn't cross the river" using the five origin questions of distribution.
New DistributionHow a Sales Representative Grew Through Practical Experience to Become an Excellent Supervisor?
A sales representative, after initial failures, successfully turned around a struggling county market by implementing strategic product focus, aggressive promotions, and innovative cold cabinet tactics, ultimately boosting sales dramatically and earning the trust of the distributor before moving on.
丙哥Distributors: Are You a Sales Tool or a Partner for Manufacturers?
Chinese people tend to speak indirectly and rarely tell the whole truth. While manufacturers often pay lip service to partnership, many distributors feel they are treated merely as sales tools, used when convenient and discarded when not. This article, written from a small distributor's perspective, argues that most manufacturers view distributors as tools rather than true partners.
New DistributionBeware! Aggressive Distribution Has Risks—Dealers Should Not Rush!
For dealers, distribution is crucial because only by moving products from warehouse to retail outlets can sales opportunities arise. However, successful distribution requires clear goals, careful planning, and effective execution, yet risks remain, and many dealers only realize failures after the fact. This article analyzes the causes of distribution failure through a case study.
张宇From the Bang Xiaodian Case: Supply Chain Finance, Distributor Integration, and Integrated Warehousing and Distribution Are All Essential for FMCG B2B Platforms
On June 23, Zhao Bo, chief editor of this publication, interviewed Bang Xiaodian and had in-depth exchanges with its deputy general managers Xia Hongbo and Liu Li on the development model of FMCG B2B platforms. After visiting several mainstream FMCG B2B platforms in China, Zhao Bo believes that Bang Xiaodian has obvious advantages in three aspects: embedding supply chain finance, integrating distributor resources, and unified warehousing and distribution. Bang Xiaodian is a platform that not only allows purchasing FMCG products but also helps manufacturers operate their products, without disrupting the existing distributor landscape, and is built in alliance with distributors. In terms of operational services, Bang Xiaodian can help manufacturers with brand promotion, product distribution, outlet expansion, promotion execution, new product launches, and ordering meetings. For example, in product distribution, the platform can use online-offline integrated promotion to help suppliers expand their products to 2,000 small stores within one month.
New DistributionThree Steps and Nine Questions: Helping Distributors Hire Top Salespeople
For many distributors, hiring a good salesperson is harder than finding a good product, since products rely on people to sell. High turnover among distributor sales staff is a reality. While many factors contribute to turnover, the recruitment stage is often the starting point for unreasonable attrition. This article uses sales ability as the standard, based on the formula "sales ability = sales skills + work attitude + desire and motivation," to provide a practical recruitment plan.
王飞飞How to Become an Outstanding Distributor?
There are many distributors around us, but each has different sales methods. Becoming an outstanding distributor is not easy. This article explores key factors such as building relationships, delegating authority, clear positioning, learning ability, and innovative thinking. Understanding your strengths and weaknesses is crucial, as is leveraging resources and networks to succeed.
New DistributionHow to Solve the Problem of "Tilling but Not Cultivating" in Route Visits?
The article discusses the common issue of "tilling but not cultivating" in route visits by sales representatives in FMCG companies, where visits are made but not effectively managed. It proposes solutions such as terminal classification, key person identification, effective visit standards, and customer complaint and delivery management, all centered on customer relationship management to improve execution and market competitiveness.
方刚When Disaster Looms, How Do Distributors Fight for Survival?
With mounting economic pressure, rising operating costs, and aggressive e-commerce platforms, many distributors are crying out that they can't hold on. They have long been squeezed by upstream and downstream partners, doing the work of laborers for razor-thin margins. The impact of e-commerce, conflicts between manufacturers and distributors, channel conflicts, and supply chain integration have all left distributors feeling marginalized by the times. A crisis triggered by external B2B e-commerce platforms...
刘莉What's Wrong with Deep Distribution?
Deep distribution has become synonymous with meticulous cultivation. Many manufacturers, when aspiring to and implementing this 'intensive' model, often fall into the dilemma of 'intensive but not refined': more people but no performance growth; more standards but worse management; intensive cultivation but no fine work; abundant harvest but not necessarily a bumper yield. What exactly is the reason?
方刚Three Major Problems Plaguing FMCG Distributors and How to Solve Them (Cases and Analysis)
Distributors often complain about small markets, intense competition, difficulty in hiring, high demands from retail stores, shrinking profits, and increasing capital pressure. This article analyzes three representative problems: lack of systematic business awareness, how to gain a larger share in a small market, and the balance between volume and profit, providing cases and strategic advice.
New DistributionNongfu Spring Beverage Visual Merchandising "6, 6, 8" Rule
Terminal visual merchandising refers to attracting consumers' attention and stimulating their purchase desire through excellent display locations, positions, and eye-catching display materials. In short, it is to make products "self-sell." When implementing terminal visual merchandising, efforts should be made in the following six elements: "correct product," "correct location," "correct timing," "correct quantity," "correct price," and "correct display form."
New DistributionAssessing Distributors: Eight Dimensions to Determine Their Level!
The large-scale practical training course "Sales Manager Managing the Market: The July Battle" is now recruiting students! If you are a professional manager in the FMCG industry, struggling with poor performance, unresolved market issues, or not knowing how to operate in July, don't miss this online live course. For course dates and registration, click 'Read Original'. We can see that most distributors have been fighting on the front lines for years, somewhat like 'military generals' of mountain bandits. Many small and medium distributors are all-capable: delivering goods, collecting payments, negotiating, shipping, unloading...
方刚What Are Distributors Anxious About?
Pessimistically speaking, every boss's history is a history of suffering. What's worse, many bosses are still living in suffering or anxiety, and happy and long-lived bosses are rare. Whether you want to make money from bosses or cooperate with them, you should at least understand what problems they are anxious about, which can guide you in grasping customer status, communication mood, or even providing value-added services in the early stage. The following introduces several common problems that make bosses anxious: security, historical issues, transparency, mechanisms, personnel issues, and future planning.
潘文富First Steps as a Manager: A Small Trial, Impressive Results
In June 2014, the company insisted I develop the catering channel for herbal tea, and after a month of being a scapegoat, I resigned. By September, the manufacturer had replaced the distributor in B county of A city with a dealer, and a friend of mine took over. After several managers failed to improve performance in four months, he asked me to help. In the first month, I followed the sales routes daily, observing and analyzing, but didn't participate in negotiations. After receiving my salary, I presented my analysis and strategy, focusing on a single product (large peanut milk) for the wedding banquet season, adjusting policies to undercut competitors, and successfully boosting sales by 120,000 yuan, making it the top-selling product in the region. In December, I organized a large order conference, leveraging the manufacturer's additional channel funds, achieving 600,000 yuan in sales, six times the previous period, and causing the main competitor's sales to plummet by two-thirds.
丙哥How to Cure the Disease of Unauthorized Price Cuts by Secondary Distributors?
Some secondary distributors, in order to meet sales targets set by dealers and leverage dealer policies to drive volume for other products, repeatedly cut prices, sometimes even below the factory price, which troubles many beverage dealers. The unauthorized price cuts by secondary distributors disrupt market order and harm the product's lifecycle, stemming from unreasonable price systems, sales policies, and channel width. To address this, companies and dealers should control profit sources and strengthen market supervision.
New DistributionShuanghui Opens Bank to Lend to Distributors
Shuanghui Group's long-planned finance company has been officially approved, allowing it to lend to distributors. With its abundant cash flow, the finance company could become a new profit source for the group.
New DistributionTurning Around the Toughest Market in FMCG in One Week: Sales Up Tenfold
In September 2013, I joined a southern food group as an FMCG beverage salesperson, starting in townships serving secondary distributors. After six tough months, I was transferred to the city and assigned to District A, where five salespeople had failed in a year. After two days of analysis, I visited over 130 outlets in four days, addressing complaints and building trust, which boosted daily orders from about 30 cases to over 1,800 cases—a tenfold increase.
丙哥The Hardest Year: 99% of Products That Rushed In Have Disappeared. What Products Are Still Thriving?
Chinese people tend to rush into things, and innovation is a rare word. At this year's Spring Sugar Fair, history repeated itself with identical products filling every booth. Now in late June, the tide of new products has receded, and the market has calmed down. Most low-quality products without brand philosophy, core competitiveness, or only cute packaging have disappeared! In retrospect, healthy, distinctive, and marketable products continue to grow strongly. The first DHA brain-gold drink in China, 'Shanlong', is one such product.
New DistributionRecruitment, Management, and Retention: How Can Distributors Solve Their Assessment and Management Difficulties?
Distributors face challenges in assessment and management, including reliance on senior staff with lenient management, seasonal staff shortages, lack of process-based performance metrics, and difficulties in penalizing underperformers. The article outlines common pitfalls to avoid and describes four stages of distributor management evolution: the 'big pot' stage, commission-based stage, contract stage, and business unit stage.
方刚JD New Channel's '6·18' Performance Soars 2005%: What Does It Mean?
JD.com's '6·18' shopping festival, originally a company anniversary celebration, has evolved into a nationwide e-commerce and social shopping spree. This year, JD.com saw record orders exceeding 100 million from June 1-18, with a 60% year-on-year increase on the final day. JD New Channel, a subsidiary, experienced a 2005% surge in sales compared to the same period last month, highlighting the power of big data and platform synergies.
赵波How Beverages Can Dominate the Best Point-of-Sale Spot: The Cooler
In the summer, the cooler is the ultimate point-of-sale location; whoever controls it controls the market. By using a clever combination of surprise inspections and water giveaways, a distributor successfully got retailers to voluntarily stock his product in the cooler, leading to explosive sales and market dominance.
快消小强How Distributors Can Innovate Their Profit Models
A hen and a pig plan to open a restaurant selling ham and eggs, with the hen providing eggs and the pig providing ham. After reflection, the pig decides to back out, feeling the profit model is unfavorable—no future, only danger. Profit model, or business model, is about 'what to do to earn whose money.' Innovation is harder to discuss, but the aim is to explore business development possibilities, as each distributor's situation differs.
王烈Seven Golden Display Techniques for Bulk Snack Foods, with Real Photo Demonstrations!
In recent years, as consumer habits become more diverse and casual, bulk snack foods have become a new favorite in daily consumption. More companies are focusing on the comprehensive benefits of bulk snacks and are increasing their efforts, even elevating them to a strategic level. Bulk snacks are an undeniable core force in the food industry, with market demand growing continuously and category scale expanding at a geometric rate.
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