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 149 of 193
Distributor's Product Selection Strategy
Products are the courage of distributors. The first secret to a distributor's wealth is choosing a good product. The general agent of Langsha in Henan said that selecting a good product is like mining a gold mine. A distributor's product strategy includes two parts: product brand selection and product portfolio strategy. For brand selection, a good product is not necessarily one with high profit margins or strong policy support, but one that can promote the distributor's development and bring prospects and hope. Distributors should choose either established big brands that bring reputation and network building, or growth products that can generate significant profits. In terms of product portfolio, common mistakes include choosing products solely based on profit margins and policy preferences, resulting in a portfolio of small brands; carrying too many products, such as a county-level distributor stocking over twenty beer brands; and frequently switching products when sales are poor, leading to hard work without financial reward.
New DistributionDistributors: "Horizontal Expansion" Leads to "Market Dominance"
The discussion on how regional distributors can grow stronger has been ongoing, but the focus has often been on their own operational systems, cooperation with upstream manufacturers, smooth downstream distribution, and control of terminal channels, treating distributors as isolated points with vertical reach while neglecting horizontal expansion—the competitive and cooperative system among distributors. Traditional distributors concentrate on the supply chain, but with the slowdown of the liquor industry's rapid growth, vertical networks alone are insufficient. The new economic entity of competition and cooperation among distributors, driven by interests over positions and professionalism over small-scale comprehensiveness, will emerge as the value chain.
New DistributionMid-Autumn Festival Approaching, Preparing for the Peak Season: How to Successfully "Fill Up" Dealers' Warehouses?
As the Mid-Autumn Festival approaches and the weather cools, the traditional sales peak season for many food companies, especially confectionery companies, is about to begin. Most of the remaining annual sales tasks must be completed in the final months. A key step to achieving this is to effectively "fill up" dealers' warehouses (often described as "expanding their bellies"). This involves making dealers carry inventory beyond actual market demand or safety stock levels, which requires careful product selection, promotional strategies, and timing.
刘杰When the Market Fails, Is It All the Distributor's Fault?
A salesperson and regional manager blamed their distributor for poor market performance, but an investigation revealed their own inaction was the real cause. After replacing them with a diligent salesperson and rebuilding trust, the market flourished, showing that manufacturers must also take responsibility.
师顺宽10 Issues to Note When Signing a Distributor Contract
This article outlines ten critical issues distributors should address in contracts with suppliers, including product quality, slow-moving new products, cross-regional selling, out-of-stock compensation, price protection, price adjustment notifications, damage compensation, cost sharing, sales territory, sales incentives, and contract duration. It emphasizes clear terms to protect the distributor's interests and avoid losses.
New DistributionWhat Can Distributors Integrate with Manufacturer Resources?
It is said that we live in an era of resource integration, but those who don't understand may think it's just a cliché. For example, many believe Xiaomi's success is due to low prices, but I'd remind you that Lei Jun had worked at Kingsoft for 16 years before founding Xiaomi and had invested in over 20 innovative internet companies like UC Video, Lakala, and Vancl. Low prices without integration capability cannot last, and even with that capability, you must manage your own turf well. So, before copying low prices, weigh your own strengths.
黄润霖Salesperson = PR Lady
The article argues that sales is now a young person's game, akin to fashion models or PR ladies, and that the most important task for young salespeople is not immediate success but personal growth, which includes both selling products and self-marketing for a better future.
王荣耀From "Terminal Interception" to "Ultimate Interception"
In traditional marketing, managers focus on the 4Ps, but often neglect the fierce competition at the point of sale. This article provides six strategies for countering terminal interception by competitors, including public opinion, packaging, atmosphere, psychological, selling point, and destructive interceptions, along with defensive tactics and post-repair evaluation methods.
张双Don't Let Departing Salespeople Take Your Customers
In the FMCG industry, it's common for salespeople to switch jobs, and some take many secondary terminal customers with them, causing headaches for distributors. This article analyzes why this happens and offers solutions, using the case of Manager Yang, a liquor distributor in Hebei, whose sales manager and four salespeople left after the Spring Festival, taking many customers and disrupting his operations.
师顺宽Examining the Ordering Software and Platforms Claiming to Disrupt the Existing FMCG Distribution Model
Since last year, many online ordering platforms have emerged, such as Yingxiaotong's 'Hui Xiadan', the FMCG housekeeper in Jiangsu and Zhejiang, Beijing's 008, and Tongcheng Wholesale, all operating under a B2B model for FMCG supply chain procurement. They aim to save on sales personnel and wholesalers by enabling online ordering and centralized offline delivery, thereby improving distribution efficiency. Recently, many distributors have called to ask whether these software solutions are truly effective as claimed. The author argues that while these platforms identify real pain points, they overlook the essential functions of sales personnel and the advantages of local distributors, and that the claimed cost reduction and efficiency gains remain theoretical. The article advises distributors to focus on internal management improvements and use internet tools to enhance their competitiveness.
赵波Starting as a Distributor: The Crucial First Step! One Mistake Leads to a Chain of Errors...
Distributors in the startup phase: success begins with successfully operating one brand. Three years ago, Xiao Liu, a sales colleague, couldn't endure the constant travel and meager income of a sales career. Seeing the distributors he served making money hand over fist, he decided to become a distributor himself. With little savings and borrowed funds, he started his business, relying on his years of experience following distributors through thick and thin, and his limited knowledge of business. He was full of hope for the future...
杨永华Reflections on the Commercial Nature of Modern Distributors
Many readers are familiar with the concept of human nature, but perhaps less so with 'commercial nature,' a term the author coins to describe the human traits distributors exhibit in business activities. Through years of studying distributors, the author identifies common characteristics, such as a smallholder mentality, a tendency to seek personal gain, and the importance of psychological control in management, offering insights for peers in the industry.
黄会斌12 Management Insights from a Small Distributor
A small distributor from Liaoning shares 12 management insights, emphasizing the importance of managing people, respecting the individuality of post-80s employees, balancing competition with warmth, and using practical methods like effective meetings and technology to improve efficiency.
刘会民Terminal Customer Relations Are More Important Than Grabbing Terminals!
Good customer relations can create greater sales! Sales terminals need to be grabbed, but sales customer relations need to be strong. In fact, terminal customer relations are more important than grabbing terminals. First, without good terminal customer relations, various terminal tasks are difficult to carry out smoothly; second, without good terminal customer relations, some terminal investments may not play their role, while good terminal customer relations can maximize the benefits of terminal investments; third, terminal customer relations themselves have direct terminal promotional power. Good customer relations make it easier to achieve twice the result with half the effort: for example, in product recommendations, terminals are willing to recommend your products to customers...
李成林How to Solve Distributors' Funding Difficulties for Peak Season Stockpiling
During peak seasons, distributors often face funding shortages that hinder pre-holiday stockpiling. This article analyzes the reasons behind these shortages and proposes solutions such as early planning, staggered shipments, credit management, collateral guarantees, and direct supply to retail chains.
伯建新How Should Frontline Supervisors Promote at the Terminal Market?
The terminal market, the end of the sales channel, is the final destination for manufacturers' sales. It serves as a crucial link between manufacturers, wholesalers, and consumers. The basic rule for successful sales today is that whoever controls the terminal market wins. Some manufacturers have mistakenly overemphasized advertising's role in pulling the market while neglecting terminal market construction. Many have learned from failures and are shifting their marketing strategies from advertising to channel promotion, focusing on improving retail store distribution rates and in-store product share.
王荣耀Distributors: Marketing Yourself Matters More Than Marketing Your Products
Some distributors refuse interviews and fear others learning from their success, which reflects a narrow-minded attitude and a closed mindset. In reality, a distributor who cannot embrace others (such as competitors) or effectively showcase their value is unlikely to grow strong. Marketing yourself is more important than marketing your products.
New DistributionShort-Shelf-Life Baked Goods Are Trending: Can Distributors Really Make Quick Money?
In the past year or two, distributors have been thinking of steamed cakes as a rapidly rising potential product. Nearly 70% of distributors are optimistic about short-shelf-life baked goods such as steamed cakes and Paoba Gold Egg Cakes. Although these products are soft and fresh, the market is crowded with manufacturers, which could saturate the market. Additionally, distributors lack experience in channel building and operations for short-shelf-life products, fearing that the products might end up sitting in warehouses.
New DistributionIf You Can't Help Distributors Make Money, You Have No Right to Boss Them Around!
Manufacturer sales reps often flock to big brands for easier sales and perks, but this breeds arrogance and neglect of distributors' interests. The key to successful distributor management is helping them profit—only then will they cooperate and market performance follow.
朱志明Do! The First Principle of Managing Distributors
The first principle for salespeople managing distributors is to do, because action speaks louder than words. Consider this: will a distributor cooperate with and support a salesperson they do not trust or respect? A few years ago, during a training session at a company, an example was shared where a distributor called the sales manager, angrily demanding a replacement for the salesperson responsible for their market, threatening to stop selling the product if the salesperson was not changed. So, how can salespeople earn the trust and respect of distributors to gain their cooperation and support?
王荣耀How Should Distributors Manage Knowledge?
A distributor surnamed Huang, who started from a small stall in a food wholesale market and grew his business into a trading company with dozens of employees, faces challenges such as unclear profitability, operational chaos, and difficulty managing sales staff. These issues stem from a lack of effective knowledge management, which involves knowledge creation, sharing, and application to improve business performance.
余盛At the Morning Business Meeting, Managers Must Never Say: "Does Anyone Have Any Problems?"
Managers often make three mistakes in meetings: being too 'sexy', liking to 'call bed', and being too democratic. 'Sexy' refers to using words like necessity, importance, and sense of mission. 'Call bed' refers to frequent use of 'must' and 'must not'. Being too democratic means asking for problems, which turns the meeting into a complaint session. Instead, managers should focus on performance, not problems.
魏庆老师One Month to Mid-Autumn Festival: The Most Complete Practical Preparation Guide for Terminal Store Promotions
How to execute promotions effectively? There is abundant discussion on this topic in marketing theory books and forums, but most focus on theory and creative planning, with little attention to detailed execution. This article, from the perspective of a mobile phone store manager, provides a practical reference for promotion execution, covering key principles, purposes, classifications, processes, planning, budgeting, and preparation items.
艾建军How Can Family-Style Distributors Break Through Management Bottlenecks?
It is often said that the market is like a battlefield; one must not only constantly monitor external changes but also pay close attention to internal developments. Only by balancing both and responding swiftly can a business retain its market position and navigate the vast market with ease.
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