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 154 of 193
Eight Things a Regional Manager Should Never Do
Regional sales managers face immense pressure and must avoid eight common pitfalls: discussing company issues with clients, becoming too close with distributors, making blind promises, succumbing to small gains, being undisciplined, failing to communicate proactively, being arrogant about achievements, and misreporting market conditions.
New DistributionThe "3456" Rule for Terminal Sales: How to Truly Boost Sales When Products Aren't Moving
Sales volume equals terminal count multiplied by turnover rate and product variety. The more terminals covered, the faster individual products turn over, and the richer the product mix, the easier it is to achieve terminal sales. However, it's easier said than done. Currently, difficult sales and slow-moving products are headaches for companies and distributors. Without sales, there's no profit. Achieving terminal sales requires meticulous market cultivation—making people active and terminals vibrant, otherwise you're just running a warehouse. Products sitting in a warehouse naturally won't sell. So where does sales come from? The effect of covering one terminal versus ten thousand terminals is vastly different.
方刚The Secret to Distributors' Hot Sales
Distributors nationwide dream of achieving explosive sales, but many struggle at the terminal. This article reveals that the first step is to create a comprehensive regional market operation plan, followed by building a strong marketing team and expanding the distribution network.
沈海中Can Salesperson Diligence Be Quantified? | Recommendation
Xiao Qin, I've been seeing these images on my social feed lately. What is this diligence index? Sales Xiao Chen Xiao Qin, this is the diligence system launched by Field 365, using big data to show whether employees work hard in their daily tasks. "Work is my everything, I'm a workaholic everyone wants to know!" "I work hard, I'm proud, I'm also a hardworking little bee!" "From now on, refuse mediocrity, diligence is an attitude, I want to be a diligence master!" Has your social feed been flooded with positive energy like "I'm diligent, I'm proud" these days?
New DistributionHow Can Distributors Survive in the Second Half of the Year?
On the last day of the first half of 2015, the Chinese stock market, which had repeatedly hit new highs in 'greening rate', finally cut a bloody path under repeated stimulation of positive news, though it lasted only one day. Most distributors I know have some spare cash, and those who don't speculate in stocks seem to be in the minority. As the backbone of retail investors, they are also typical representatives of China's middle class. Recently, I met a former Anhui distributor in Guangzhou, who I used to think was eager for knowledge, often reading marketing articles, buying marketing books, and attending training sessions. This time, he had changed completely, talking only about stocks, and lamenting, 'Making money as a distributor is too slow; the stock market is faster!'
黄润霖County, Township, and Village FMCG Operations Tactics: First 'Ambush', Then 'Draw the Sword'
The potential sales in county, township, and village markets are tantalizing, but hidden traps abound. Based on years of observation and hands-on experience, this article breaks down the key scenarios—decision-making, testing, market, operations, competition, distribution channels, management, preparedness, public relations, and planning—and outlines a phased approach from testing to sustained growth, emphasizing the importance of understanding local nuances and building trust.
刘建恒7 Signals That Distributors Fear Most From Manufacturers (Pay Special Attention to #5!)
Distributors should be alert to seven signals from manufacturers that indicate potential problems, including the resignation of a marketing director, changes in regional managers, frequent policy changes, delayed expense verification, continuous new product launches, unstable liquor quality, and increased frequency of inventory pressure. Each signal requires specific actions to protect the distributor's interests.
柴玉How to Prevent Distributors from Intercepting Promotional Resources?
A company's tea beverage promotion was undermined when distributors used sunlight to check bottle caps for winning prizes, intercepting winning bottles. The company seeks better methods to prevent such interception, as they fear alienating large distributors.
魏庆Seven Essential Qualities for Regional Managers
As markets rapidly develop and competition intensifies, the competition between manufacturers is increasingly becoming a contest of comprehensive competitiveness, where frontline regional managers play a more critical role. However, many regional managers fail to fulfill their roles effectively. This article outlines seven essential qualities that regional managers must possess.
刘雄孝Against Niulanshan's 30 Million Cases, Is This Bold Bare-Bottle Liquor Credible?
Niulanshan Erguotou (Niuer for short) has grown for years, expected to exceed 20 million cases (nearly 300 million bottles) in 2015 at a mainstream price of 13 yuan. Despite no advertising and relying mainly on density distribution, Niuer remains dominant. However, a new Erguotou brand called Yidanliang has emerged, causing a stir and strongly impacting Niuer in regional markets like Hebei and Henan.
郭辉8 Major Failures and 6 Key Successes in Distributor Distribution
This article outlines eight common failures in product distribution, such as using consignment to reduce difficulty, insufficient market coverage, excessive initial promotion, lack of follow-up actions, wrong market entry timing, mismatch between advertising and ground support, ineffective outlets, and overextended operations. It also highlights six ideal outcomes for successful distribution, including completing distribution in the off-season, executing fast and concentrated efforts, achieving high cash-on-delivery rates, balancing point and area coverage, ensuring tight follow-up actions, and boosting team morale.
New DistributionReinterpreting 8 Business Views Misread by Distributors
At this morning's meeting, a colleague shared an interesting story: he suddenly noticed his cycling speed had slowed, initially attributing it to weight gain. Colleagues offered various analyses, from age-related decline to sub-health from sedentary work and stress. He lived under this shadow until he discovered the real cause was simply low tire pressure. This illustrates how fixed mindsets lead to wrong conclusions, a lesson applicable to liquor distributors who often misread their business environment. The article reinterprets eight common views to reveal broader opportunities.
刘会民Two Key Words for Driving Sell-Through in the New Normal
The industry-wide challenge of product sell-through is a major test for food manufacturers and distributors, prompting a collective reflection on traditional marketing thinking. To succeed, food companies must reposition themselves strategically, strengthen product development and marketing, and collaborate closely with channel partners to break the ice of sluggish sales.
张宇Distributors Choosing New Products: Which Cloud Will Bring Rain?
For most distributors, selecting a good product is as difficult as choosing a good son-in-law. With intensifying competition and shortening product life cycles, finding a suitable product from a dazzling array has become a challenge. In the liquor industry, companies come and go, and without clear criteria, many distributors find it hard to predict which company will succeed. Drawing on years of frontline experience, the author shares his views.
New DistributionEasy but Not Simple: 8 Tips for Posting Promotional Posters at Retail Outlets!
To compete with rival products at the retail level, FMCG companies frequently run consumer promotions, making posters—the ground-level tool for carrying and spreading promotional messages—crucial. During peak promotion periods, poster posting at various retail outlets can become as congested as a train station during Spring Festival travel rush. Many companies and distributors complain: 'How is it that we've distributed nearly 2,000 posters in such a small county town, yet they're barely visible at the outlets? Why do competitors' posters remain so prominently displayed?' Moreover, mom-and-pop store owners are reluctant to post them on their storefronts—how strange!
周导Five Fatal Flaws of Veteran Salespeople
Veteran salespeople, relying on relationship-building and gray-area maneuvering, see their careers built on shifting sands. Their five fatal flaws—deriving dynamic goals from static analysis, disconnection between attitude, expression, and action, slow entry into battle with heavy experience baggage, hesitation in adopting an entrepreneurial attitude, and lack of explosive power in transitioning from management to leadership—threaten their professional survival.
New DistributionThe Last Straw That Broke Deep Distribution's Back
Deep distribution, a marketing strategy with Chinese characteristics, has been expanding but is now facing a crisis due to the massive loss of frontline staff, which has become the last straw that breaks its back.
刘新华、方悦Five Ways to Help Distributors with Collaborative Marketing: That's What Truly Benefits Them!
As market competition trends shift, the marketing environment has placed higher demands on manufacturers and distributors. They must adjust their positioning based on actual market needs and operate collaboratively along the marketing value chain. Only then can manufacturers build a healthy sales system, and distributors perfect a stable profit model, achieving win-win cooperation and integrated manufacturer-distributor relationships. Competition in today's marketing has escalated from competition at a single point to competition across the entire marketing value chain. Mere manufacturer-led or distributor-led behavior...
New DistributionFive Ways for Distributors to Make More Money
Distributors can increase profits by reducing capital losses and improving capital returns, such as leveraging manufacturer credit lines, using bank acceptance bills, sharing market development costs with complementary brands, collecting cash through order meetings and credit cards, and maximizing rebates from manufacturers.
黄润霖The Shelf: Defeating Rivals in the Final Battle at the Point of Sale
Winning at the point of sale is a consensus. From R&D to production to distribution, manufacturers go to great lengths to ultimately succeed at the retail terminal. The display, promotion, and sales of products on the shelf determine a brand's fate. How can we improve shelf efficiency and avoid wasting resources? 1. Ensure proper shelf management to leave no opportunity for competitors.
New DistributionWhy Should We Develop Visit Plans for Sales? | Recommendation
In companies we typically engage with, fewer than 30% of sales directors pay attention to sales visit plans, and fewer than 20% actually develop visit plans for their sales teams. Customer visits are among the most critical sales activities and one of the few digitally measurable tasks besides sales performance, making them a top priority in sales management.
刘昭How to Make Distributors Willingly Invest Resources in Market Development?
For manufacturer sales representatives, one of the tricks to get distributors to spend money is 'big benchmark, on-site meeting, and leveraging integrated resources'! The first step, 'big benchmark', is to establish at least one excellent distributor model. The power of example is infinite. A salesperson's words are not as effective as a distributor's brief remarks. Letting distributors persuade distributors is the simplest and most effortless method. The salesperson first selects a distributor with strong strength, good business philosophy, high cooperation with the company, high willingness to invest in the market, and influence on the surrounding area, and makes this distributor a model for market investment. Achieve success at this point. Let this model distributor taste the benefits of market investment, become a beneficiary of market investment, and become the manufacturer's model and spokesperson for market investment. This is the process of establishing a 'big benchmark'.
韩锋Mengniu Sales Operations Standardization: Breakdown of Standard Actions for Visit Execution
This article breaks down the standardized sales visit procedures for Mengniu's常温 (ambient), 低温 (low-temperature), and 冰品 (ice cream) business representatives, covering pre-visit preparation, in-visit actions, and post-visit review. It emphasizes key tasks such as checking displays, managing inventory, collecting competitor information, and following up with customers and distributors.
蒙牛作业标准部Standard Action Breakdown for Grassroots Business Vehicle Operations
Riding along with delivery vehicles is a fundamental task for frontline sales staff, serving as an excellent channel for customer service and relationship building. It not only helps better understand the market and find solutions but also deepens emotional bonds with clients, significantly boosting their enthusiasm and cooperation. This article breaks down eight key actions for effective vehicle operations, from communication and inspection to product placement and order closing, aiming to coach clients and improve market performance.
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