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
4623 articles · Page 134 of 193
68 Taboos Every New Salesperson Must Know
This article outlines 68 common mistakes that salespeople should avoid when dealing with customers, ranging from forgetting names and improper dress to poor listening and inadequate after-sales service. It emphasizes the importance of professionalism, customer respect, and effective communication to build trust and close deals.
New DistributionBlank Outlet Distribution: Rejection Is Inevitable, but a Salesman with No Solutions Is Incompetent!
Terminal owners face many salesmen daily and respond mechanically, so they often repeat phrases like 'business is bad,' 'can't sell,' 'not needed,' 'already have this,' 'not interested.' To handle this, reflect on the following: Before entering a store, pay attention to your image, which gives the product character; details like opening doors, smoking, and rain matter. After entering, observe licenses, the owner, competitors, and practice silence. When speaking, focus on profit and address common objections with strategies like comparing advantages, leveraging brand and support, and maintaining control over policies.
New DistributionThe Essential Daily Management Course for Distributor Owners
When it comes to management, the most important aspect is managing people. A company is made up of individuals, each with their own unique thoughts, so regardless of company size, managing people is an unavoidable required course. This article covers recruitment, managing the post-80s and post-90s generations, retaining key employees, selecting middle managers, and promoting department heads from within.
New DistributionJiangzhong Needs Urgent 'Digestion': Distributors' Inventory Piles Up
More and more companies are crossing into the beverage industry, but Evergrande's Biying has halted production, and Jiangzhong's beverage inventory remains unresolved. In an industry where even Master Kong struggles, these outsiders should stay out. Jiangzhong urgently needs to 'digest' its problems.
淮纯菊Under the New Normal, Traditional Marketing Fails! What Drives Product Movement to Thaw the Freeze?
As the FMCG industry evolves and the information age arrives, product movement has become the primary factor determining the rise or fall of the entire FMCG supply chain. Enterprises, distributors, and retailers must all focus their efforts on driving product movement, with enterprises bearing the greatest responsibility as the industry's leading force. This industry-wide examination led by product movement poses a significant challenge to FMCG manufacturers and distributors, while also prompting a collective reflection on traditional marketing thinking.
张宇Salespeople Are Degrading, 99 Out of 100 Distributors Feel the Same!
As a distributor, dealing with manufacturers' salespeople is inevitable. Since 1992, the author has encountered over a thousand such salespeople. Overall, the capability and quality of manufacturers' salespeople have been on a declining trend over the past two decades, a sentiment shared by many distributor peers. This article contrasts the characteristics of salespeople from ten years ago with those of today, analyzes the reasons for the decline, and suggests that the root cause lies with the manufacturers' bosses.
潘文富Facing B2B Platforms, Distributors, What You Really Need to Cultivate Is: 'The Nine Yang Manual'
This article discusses the challenges and opportunities for FMCG distributors in the context of B2B platforms. It argues that distributors should focus on improving their own management and operations rather than just joining platforms, and provides practical advice on cost reduction, role transformation, and strategic mindset.
赵波2016 Is Tough: How Can Distributors Turn Crisis into Opportunity and Transform Themselves?
Amid an economic downturn, a distributor expressed his anxiety: "Now even in some townships, there are big-box stores, and there are logistics distributors without physical stores that take orders by phone or online, with only warehouses and delivery. This has a big impact on traditional brick-and-mortar distributors. What should we do?" Making money is hard, and they are eager to change but unclear about the future. These are indeed challenges, but every problem has a solution. Recognizing the current crisis is the first step to resolving it.
New DistributionImproper Shipping, Improper Delivery, Overstocking, and Failure to Follow FIFO at Retail: How Can Distributors Reduce Excess Near-Expiry Products?
The article discusses the causes and solutions for near-expiry products at the distributor and retail levels. It emphasizes proactive prevention, proper inventory management, and handling issues without burdening the company, while warning against altering production dates.
New DistributionWhat to Do When a Second-Tier Distributor Engages in Cross-Sourcing and Price Undercutting?
A distributor is the contracted first-tier general distributor for a manufacturer, buying juice at 38.5 yuan per case. A nearby wholesaler, without any contract, sources products from outside and undercuts prices, disrupting market order. If the "illegal" wholesaler's price is lower than the general distributor's, what should be done? 1. Fight fire with fire, targeting the pain point: If you find a wholesaler undercutting your product's price, go directly to negotiate. Is it useful? If the distributor is very powerful locally, it might help to bring the wholesaler to the table, because regardless of legal or illegal means, the distributor can "intimidate" the wholesaler to some extent.
魏庆老师The 7 Tricks Distributors Use to Bargain with Sales Reps, and the 17 Ways to Counter Them
Distributors often use seven bargaining tactics to pressure sales reps into lowering prices, such as claiming prices are too high, asking for further discounts after a deal, demanding freebies, requesting credit, and more. To counter these, sales reps should follow 20 principles, including never making concessions without conditions, never revealing their bottom line, and always trading concessions for something in return.
张宇How Should Distributors View B2B: Friend or Foe?
In 2016, with JD.com formally establishing its New Channel Division and Taobao launching its Rural Taobao project, various FMCG B2B platforms emerged like mushrooms after rain. So, are traditional FMCG distributors facing 'disintermediation'? Where is our way out? Most e-commerce companies entering the FMCG distribution market view distributors as sponges to be squeezed for profit, while we are filled with bitterness. Business is getting harder, and under the fourfold pressure from manufacturers, supermarkets, retail terminals, and B2B platforms, the space for us to operate is shrinking. Is it the B2B platforms that have taken away our livelihood? Is that really the case?
张文杰What Misconceptions Should Be Avoided in Market Operations?
Lao Zhou, a distributor I've known for eight years, recently lamented that the market is hard to operate and tiring without profit. Instead of giving specific solutions, I shared my understanding of common pitfalls distributors face in market operations, which apparently changed his approach and improved his business.
柏建新When Distributors Treat Brands as Spare Tires, How Can the Spare Tire Become the Primary?
Distributors understand the principle that the customer can bully the supplier. Having a single dominant brand or staking everything on one brand is not good news for experienced distributors. Therefore, in their ideal scenario, distributors need a 'whetstone' brand to keep the primary brand in check without letting the secondary brand take over. This is a common challenge in distributor management: the industry's second-largest brand often struggles against the leader while sharing the same distributor.
黄润霖24 Practical Tips for Distributing New Products at Retail Terminals
A common scenario: the boss assigns a new product distribution task, the salesperson spends a day on the street visiting ten stores, finds it difficult, and reports back: "Supervisor, it's not moving!" The supervisor passes it up: "Manager, it's not moving!" ... Level by level, everyone thinks the product "won't move," and headquarters starts adding distribution policies. New products are certainly hard to distribute; as salespeople, "don't fail after one setback"—don't easily say "it won't move." The terminal sales model and tactics are "to win by orthodox methods," but besides orthodox methods, there are some "accelerating levers" that win by surprise. Only after using all these orthodox and surprise methods and levers should you say "it won't move!"
魏庆老师How to Increase Regional Sales by Increasing the Number of Effective Outlets
Competitive pressure, rising operating costs, and the entry of new distributors constantly put distributors at risk of market fragmentation. The only way to resolve this is to increase regional sales, but as competition intensifies, traditional methods seem to fail. The formula for regional sales is: Regional Sales = Number of Outlets × Purchase Volume per Order × Purchase Frequency per Time. Thus, there are two ways to boost sales: having more effective outlets to quickly increase sales, or making each outlet sell more.
New DistributionWhy Distributors Are a "Ticket" That Can Be "Torn Up" at Any Time
Distributors often accuse manufacturers of "burning bridges after crossing the river," but after over 20 years in marketing, the author has never seen a manufacturer that doesn't do this. Distributors are like movie tickets—useful before entering, but torn up and discarded afterward. As manufacturers refine their markets, distributors' territories shrink, and they must adapt by specializing, improving efficiency, or finding new opportunities to remain indispensable.
魏庆老师22 Analytical Reports for Distributors to Boost Team Performance with Data Management
Many distributors have adopted sales management software for terminal sales, primarily for convenience and oversight, but the data generated during operations is a valuable asset. This article outlines 22 key analytical reports that distributors can use to track sales targets, monitor anomalies, supervise project execution, and apply pressure through data, ultimately enabling informed decision-making and improved team performance.
赵波New Product Distribution: 8 Taboos and 6 Key Points Marketers Must Remember
In the process of introducing a new product to a regional market, the effectiveness of the initial distribution and whether it meets expectations are often key determinants of the product's success or failure. Therefore, studying how to execute distribution efficiently and understanding the techniques and key points are essential. This article shares the criteria for evaluating distribution success or failure, outlining eight common failures and six ideal outcomes.
朱志明Several Methods for Salesmen to Develop Blank Outlets
Facing increasingly fierce competition, every product is actively developing new outlets—circulation, special channels, catering, supermarkets... You want to fill this blank outlet, and so do others. Therefore, store owners face many such salesmen every day, and numbness is inevitable. So, in almost every store you enter, the owner will repeat these phrases: "Business is bad," "It doesn't sell," "No need," "We already have this," "I'm not interested"... If you simply turn around and leave because of the owner's refusal, you won't be able to stock many stores in a day...
New DistributionLearning Terminal Management from Wahaha
Terminals are where products are sold and reach consumers, making them a critical battleground for brands. Wahaha's unique terminal management approach, including price difference management, anti-diversion measures, and innovative display strategies, offers valuable lessons for maximizing sales efficiency.
罗宏文Original Submission | With B2B Arriving, What Changes and What Stays for Salespeople
Just after the New Year's Day holiday, JD.com's 'New Channel Business Unit' targeting end terminals made salespeople in traditional enterprises, who spend their days among distributors, sense the danger of losing their jobs. Those who relied on the 'opening points, pushing inventory, collecting payments' approach began cursing e-commerce platforms for the first time. Shortly after the release of the 2015 semi-annual financial reports, affected by the overall economic environment, layoffs at major tech companies were frequent: Tesla cut 200 jobs, Lenovo laid off 3,200 non-production employees...
黄润霖Regional Dairy Enterprises' Market Terminal Operation Strategy
Innovation is crucial for sustainable development. In the context of an unchanged dairy industry landscape, how can regional dairy enterprises achieve sustainable survival or continuous growth? This article explores terminal sales promotion management, base market defense, and terminal visit strategies for regional dairy enterprises, using micro-innovation concepts and FMCG industry experience to help them succeed at the market terminal.
杨光明Why Distributors Are Again Facing 'Overall Confusion and Collective Helplessness'
Distributors are experiencing overall confusion: the larger the scale, the stronger the brand, or the more corporate the operation, the less profit they make. This is due to industry stagnation, manufacturer pressure, corporate management difficulties, and e-commerce disruption. Solutions include product upgrades, platform-based operations, and integrating with B2B e-commerce.
刘春雄