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 150 of 193
Distributors Choosing a 'Boss'—Be Tempted but Act Slowly, Watch Out for 11 Pitfalls!
Many company executives understand that in today's market where products are largely oversupplied and competition is fierce, those who control distribution channels may win the market. In China, the role of distribution channels has never been more emphasized than now. Distributors are a crucial part of the channel. Opening any well-known financial newspaper or magazine, one sees various sizes of franchise advertisements. Companies use every means to attract distributors, from strong corporate strength and R&D capabilities to comprehensive marketing support from marketing experts, promises of strict market protection mechanisms, prevention of channel stuffing, generous year-end rebates, and complete return and exchange policies. As long as distributors agree to sell their products, they claim it's a sure win with no losses, and they can just wait to become millionaires! These offers are indeed generous, making many distributors' hearts flutter. But be tempted and act slowly. There's no free lunch in the world; doing business is not just sitting and collecting money. Think thrice before acting. Distributors should pay attention to the following when choosing a 'boss'.
New DistributionSix Weapons for New Product Sell-Through at Retail
Many companies face a common dilemma: after successfully recruiting distributors and stocking shelves with a new product, they expect smooth sales, only to find that the product stalls at the retail level. This article discusses six effective in-store promotional tactics—free samples, market merchandising, personal selling, sweepstakes, price discounts, and premiums—to accelerate sell-through and ensure market success.
张文雄Assessing Distributor Market Performance: Start with Internal Management Precision
Distributors often operate on the front lines, resembling "warrior" figures akin to mountain bandits. Many small and medium distributors are versatile, handling delivery, payment collection, negotiation, and unloading, embodying a "model" of hard work. However, their success hinges not only on opportunities but also on the sophistication of their team management. This article outlines eight key aspects to evaluate a distributor's internal management, from vehicle sales visits and business processes to salary structures and performance incentives.
方刚7 'Unorthodox' Strategies for Distributors to Win the Market
The term 'unorthodox' has two meanings: literally, it refers to 'improper' tactics, and figuratively, it means unconventional or 'ingenious' moves. This article introduces seven such tactics, with the first two being 'improper' and the remaining five being 'ingenious' sparks of distributor market thinking, hoping to inspire readers.
刘会民Reflections on Several Development Issues Troubling FMCG Distributors
Distributors often complain about small markets, intense competition, difficulty in hiring, high demands from retailers, shrinking profits, and increasing capital pressure. Based on over a decade of market experience and interactions with distributors, this article analyzes several representative issues, including lack of systematic business awareness, how to gain a larger share in a small market, and the balance between volume and profit.
谭伯云How Should Channel Diversion Be Managed?
Channel diversion refers to distributors' year-end sales tactics, secondary wholesalers' abnormal profit-seeking, customers' malicious retaliation against manufacturers, and some offices' tolerance for developing new markets. The greatest harm is destroying the manufacturer's lifeline—the price system. The highest level of problem-solving is prevention, so companies should first establish a reasonable price system to ensure fair profits for distributors, sub-distributors, secondary wholesalers, retail outlets, KA stores, restaurants, and special welfare points. Set your own rules and make participants willing to accept them; without rules, nothing can be accomplished. Defend these rules so that customers at all levels can steadily increase sales, earn reasonable profits, and build the brand together.
New DistributionThe "6+6+10" Principle for Distributors Setting Up Compensation Systems!
Most distributors, when designing compensation, first consider cost, then the minimum salary acceptable to sales staff, and rarely consider incentives. That is, most distributors have not fully considered how to design compensation that truly motivates employees. To design a good compensation system, you must understand why your employees work and how they will work hard. Bosses with work experience generally understand employee needs better. First, employees need security, meaning compensation must provide basic protection...
New DistributionDealer Management Action Breakdown (Part 12)
In this installment, the focus is on dealer visit actions four through seven: promoting inventory and display concepts, conducting market visits and communication, building customer profiles, and helping dealers improve management processes. The article emphasizes the importance of persistence, professionalism, and building respect-based relationships to influence dealers effectively.
魏庆老师Channel Diversion: The Manufacturer Is the Mastermind!
Channel diversion is a problem every distributor hates but has to face. Manufacturers often claim to crack down on it, yet it happens every year. Why does channel diversion occur, and how does it happen? This article explains that brand products are prone to diversion because distributors or regional managers fail to meet sales targets, and manufacturers often set unrealistic quotas, especially in a slowing economy. Ultimately, the real culprits are the manufacturers and their sales teams, not the distributors.
New DistributionGetting Started with Distributor Management
New salespeople often feel at a disadvantage when dealing with distributors, mainly due to lack of experience and inability to discern the distributor's true demands. This article outlines three stages of managing distributors and three steps to understand them, emphasizing the importance of mindset, communication skills, and mutual benefit.
张云柱How Can Distributors with 1000-1500 Million Sales Break Through Growth Bottlenecks? Attached: 38,000-Word Distributor Internal Management Process Template for Download
Recent research in county markets with populations of 600,000-900,000 in Henan, Hubei, and Guangxi reveals that distributors with annual sales of 10-15 million are hitting growth bottlenecks, with sales declining in 2014-2015. Common issues include small teams, lack of professional management, reliance on a few brands, and resistance to change. The article suggests phased reforms: financial system overhaul, market terminal improvements, team performance changes, and product structure adjustments, emphasizing that growth beyond 15 million requires management efficiency.
赵波Dealer Management Actions Decomposed (Part 11)
This section covers how to visit and communicate with existing dealers. It emphasizes the importance of regular, scheduled visits and preparing by researching the market beforehand. Key actions include inventory management and using the 1.5x safety stock formula to calculate order quantities.
New DistributionThree Levels of Profit-Making for Distributor Bosses
From an organizational management perspective, there are three models for distributors to make money: the hunting model, the tree-planting model, and the farm model. The hunting model is like a mom-and-pop shop, the tree-planting model involves having a team, and the farm model represents a fully corporatized operation. Each model has different risk resistance and sales scale potential, and the key is to evolve from one model to the next.
New DistributionMarket Manager's Playbook: How to Find the Ideal Distributor in a Regional Market?
Choosing a distributor is a required course for every market manager, and finding a suitable, ideal one is a dream goal. The selection options often correlate with brand strength: strong brands can set high standards, while weak brands have low thresholds or no choice. This article categorizes distributors from multiple angles and analyzes the pros and cons of each type, providing practical guidance for market managers.
方刚Dealer Management Actions Decomposed (Part 10)
This section reviews key points from the previous part, including correcting common misconceptions about promotions and detailing seven techniques for communicating launch plans. It then focuses on how to overcome common dealer doubts and obstacles, such as transitioning from credit sales to cash sales and addressing typical objections like high prices or low margins.
魏庆老师Eight Steps for Sales Representatives' Terminal Visits, Including Training PPT Download
The planned visit eight-step process is a fundamental skill every frontline sales representative must master and a key training topic for new hires. This article details each step, from preparation to thanking the customer, and offers a training PPT download for those interested.
New DistributionStrengthening Capital Management to Improve the Operational Efficiency of Trading Companies' Funds
For trading companies, the quality of their financial status and the level of economic benefits often depend on the speed of capital turnover. The essence of business operations is turnover. In most cases, due to strict bank lending policies and government support preferences, it is difficult for companies to finance through bank loans or government special funds. The main source of funds is profits. Capital is the blood, and the company is the body. To keep the body vibrant, the smooth flow of blood must be ensured. Only by strengthening capital turnover can financial security be guaranteed, thereby improving economic benefits, expanding the company's scale, and enhancing its development level.
陈崖枫How Can Family-Style Distributors Break Through Management Bottlenecks?
Recently, the author was asked by a distributor friend to analyze the current situation of family-style distributors and provide an in-depth diagnosis and recommendations for his company's operational issues, aiming to break through the current development bottleneck and undergo a comprehensive overhaul for his second entrepreneurial venture. (Due to certain reasons, the specific case cannot be described in text here, but this opportunity is used to analyze some common problems of family-style distributors.) It is often said that the market is like a battlefield; one must not only constantly monitor market changes but also keep an eye on internal developments. Only by balancing both internal and external factors and responding swiftly can one retain market share and navigate the vast market with ease.
汤如贤11 Types of Distributors Manufacturers Prefer to Cooperate With
This article outlines 11 types of distributors that manufacturers prefer to cooperate with, based on their reputation, market dominance, service capabilities, strategic insight, market expansion ability, network advantages, and other factors. Each type is illustrated with examples and practical advice for salespeople.
王荣耀Dealer Management Actions Decomposed (IX)
This section continues the discussion on negotiation tactics with dealers, focusing on methods to convince dealers that they will definitely make money. It covers correcting common misconceptions about promotional 'secrets', detailing specific promotional methods for wholesale, retail, and supermarket channels, and emphasizing the importance of detailed communication and execution in presenting launch plans.
魏庆老师The Golden Rules of Distributor Product Portfolio
Product is the foundation of a distributor's survival, and product portfolio is equally important work that cannot be ignored. Successful distributors often say their secret is not making money from each product, but from each batch of products, highlighting the importance of product combination. After the Sugar and Wine Fair, facing a wide variety of products, how can distributors use the optimal combination to maximize profits and use minimal capital for fastest turnover to create greater profits? With these questions, we invited several distributors to share their insights and use concrete examples to illustrate the pros and cons of product portfolios, allowing readers to compare their own situations and see if their product combinations are reasonable and need improvement.
New Distribution6 Ways Distributors Can Effectively Transform Their Profit Models Amid the 2015 Economic Downturn
As market competition intensifies, retail formats grow stronger, and manufacturers refine sales territories, overall operational costs rise while distributor margins shrink. Facing the harsh reality of 2015, many distributors are seeking to transform their profit models to break through the impasse. But which model can achieve transformation while aligning with manufacturers and downstream customers to ensure mutual win-win? Based on practical experience, this article analyzes six profit models for distributors.
李德猛3 Steps, 12 Aspects: Quickly Build Trust with 'Troublesome' Small Stores!
Small stores are one of the most headache-inducing customer groups for frontline salespeople in FMCG practice. They are often difficult, picky, and bargain-hungry, making them the 'troublesome' segment. How can you turn 'troublesome' into 'easy'? This article provides a three-step approach: making customers remember you, understand you, and trust you.
刘伟松Dealer Management Actions Decomposed (Part 8)
This section reviews the basic skills for negotiating with dealers before cooperation, then introduces specific methods and common patterns for communicating and formulating new market development plans. It emphasizes analyzing dealer psychology, reducing perceived risk, and using structured negotiation tactics to build trust and encourage cooperation.
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