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 155 of 193
Monitoring: A Knife That Destroys Sales
In February, a well-known company's marketing management department planned to install a telecom GPS positioning system on salespeople's smartphones to track their daily routes, aiming to better manage frontline staff. After confirming this with a marketing executive, the author predicted significant staff turnover. Indeed, upon returning from a business trip, the executive reported that nearly 30% of excellent employees had left, and another 30% had expressed intentions to leave. The author explained the negative impacts on trust, security, and freedom, and advised shifting from management to motivation.
New DistributionFour Steps for Distributors to Move Beyond the Family Model
The biggest obstacle to a distributor's development is upgrading its management model; without a good management model, the distributor will encounter more bottlenecks. Family-style management is the biggest obstacle in the development of distributors. How to break through family-style management has become a problem that distributors must face to grow bigger and stronger. Many distributors start as a husband-and-wife shop, and as the business grows, they begin to bring in relatives. So when the company develops to a certain extent, the distributor's company falls into a family management model where the wife manages finances, the uncle manages the warehouse, and the nephew manages the business.
New Distribution20 Key Considerations for Client Visits
This article is intended for marketing professionals. The key principle is that preparation is essential for success. It outlines 20 critical points to consider when visiting clients, from scheduling appointments and researching client information to preparing materials, handling objections, and following up after the visit.
袁非武Don't Fight the Trend—Give the Terminal Back to the 'Distributor'
This article discusses three major trends in the FMCG industry: e-commerce impact, health consciousness, and price band upgrades. It argues that manufacturers must empower distributors and improve their terminal management, rather than relying solely on their own sales forces, to adapt to these trends.
魏庆How Can Food Distributors Achieve Profitability in KA Stores?
KA stores are an unavoidable challenge for food distributors, often consuming a large share of sales but burdening them with numerous fees. While many distributors struggle to break even or even lose money, some profitable distributors share common strategies: deep experience with KA systems, robust management systems, diversified product lines, and multiple SKUs. This article analyzes these success factors and offers practical advice for distributors to prepare before entering KA stores, carefully review contracts, improve internal management, and integrate upstream resources to reduce risks and turn KA stores into a profitable opportunity.
New DistributionHow Wahaha Controls Cross-Regional Selling?
Wahaha Group's annual sales revenue exceeds 10 billion yuan, making it the undisputed leader in China's beverage industry. Although none of Wahaha's products have high technical content or technical barriers, Wahaha has consistently led the market. This is closely related to its unbreakable distribution network, and distribution is the most difficult part for enterprises to control and manage, especially the problem of cross-regional selling, which is a common challenge for all enterprises and is known as a "chronic disease" of distribution channels. Wahaha once had serious cross-regional selling problems, but now it has basically controlled them.
New DistributionDo You Think a Salesperson's Job Is Only Distribution, Distribution, and More Distribution?
The author, a former distributor, uses real examples to show that salespeople often focus on distribution during peak sales periods, missing opportunities. He introduces the concepts of 'core sales days' and 'core sales time slots' to emphasize that sales efforts should align with when consumers are most likely to buy, and suggests strategies like community direct selling and treating markets as stores.
刘春雄The Unstoppable Sales Vanguard: A Breakdown of 42 Actions in the Professional Store Visit Process
From the day I entered the industry, my boss told me, 'Distribution, display, sales, and collection' are the sacred mission of a Sales person, a mantra to be memorized even in dreams. I have seen many who shout slogans like 'Iron Army' or 'Commando Team,' but behind their slogans, I see no evidence of their 'iron' will or 'commando' capabilities. Sales indeed needs some slogan motivation, but more importantly, it requires persistence and focus in every step. Only then can we thoroughly defeat competitors and build a top-tier sales team.
俞雷Mengniu Internal Insights: Breakdown of Standard Execution Actions for Outlet Development
This article details the standard operating procedures for developing retail outlets for Mengniu's ambient, low-temperature, and ice cream products, including step-by-step development processes, various development methods with their pros and cons, and principles for outlet selection and development.
蒙牛作业标准部Small Temple, Few Incense, Hard to Find Business: 5 Ways to Keep Good Salespeople from Leaving
For distributors, attracting and retaining top sales talent is challenging, as these individuals often seek opportunities with integrated manufacturers or may leave to start their own businesses. This article offers five strategies to retain these key employees, including emotional engagement, alternative career paths, delegation of authority, interest alignment, and adjusting compensation structures.
毛小民Coca-Cola Terminal Merchandising Detailed Guidelines (Text Version)
Coca-Cola, founded in 1886, is one of the most successful consumer goods companies in the world. Entering China in 1981, it has maintained a leading market share through superior product quality, advanced marketing management, and successful brand management. As market competition intensifies, 'winning at the terminal' has become a crucial strategy, and terminal merchandising is the core of terminal operations. This article details Coca-Cola's merchandising principles, including basic theories, benefits, and specific guidelines for display, advertising, cold drink equipment, and inventory management.
可口可乐In the Internet Era: Where Do Squeezed Distributors Go?
The mainstream trend of business development in the Internet era starts with 'subtraction,' which means removing transaction costs. In the pre-Internet era, companies couldn't directly transact with customers, making a pyramid-shaped distributor network necessary for minimal transaction costs. With the Internet, companies can directly connect with millions of consumers, bypassing distributors and terminals, as seen with Tmall stores. This article discusses how distributors are being squeezed from both manufacturers and terminals, and suggests that distributors must adapt by innovating, integrating resources, and possibly becoming 'prosumers' themselves, as the traditional distributor role is destined to disappear.
杨江涛Four Misconceptions in Distributor Inventory Management
In daily inventory management, both distributors and retailers face unavoidable issues. Good inventory management can accelerate capital utilization, increase product turnover, and reduce warehouse costs. However, many managers often make mistakes and fall into various misconceptions. The most typical are the following four: Misconception 1: Overeating, leading to inventory backlog. Just as eating too much can cause indigestion and affect overall health, overstocking can lead to capital occupation, increased warehouse costs, and product obsolescence. Misconception 2: Giving up eating for fear of choking, entering a 'starvation state'. After experiencing backlog, some become overly cautious, leading to stockouts and lost sales. Misconception 3: Picky eating, causing 'hidden hunger'. Poor inventory structure, like an unbalanced diet, can lead to inefficiencies. Misconception 4: Not timely 'detoxification'. Failing to clear slow-moving or damaged stock can become a 'tumor' in operations.
沙宗磊Demonstration | 19 Examples of Incorrect Supermarket Displays, with Commentary and Analysis!
This article compiles 19 images of incorrect displays for your reference. Check your own displays against these examples. The article covers end cap displays, floor stack displays, floor baskets and promotion carts, and small shelves at the checkout counter, pointing out common mistakes such as exposed back panels, improper product segmentation, excessive variety, and lack of visual impact.
New Distribution5 Promotional Tips for New Product Launches
Due to promotion difficulty and consumption habits, when distributors and consumers choose products, they first pick bestsellers and only try new products with a tentative mindset. If new product promotions are well-executed, they can quickly open the market. In a sense, promotion is a reward designed to exploit the psychology of getting a bargain, like a lottery ticket: buying gives a chance, not buying never wins. Promotion should incentivize distributors, second-tier wholesalers, and retailers to stock up, and give consumers a reason for their first purchase.
王冠群Thirty Secrets to Countering KA Procurement Negotiation Tactics
As a KA manager (salesperson), you face procurement negotiations daily, and these buyers are typically trained professionals who use their learned tactics against you. Without proper training, especially for new KA managers, you may fail to recognize these tactics as mere tricks, leading to concessions without gains. This article provides thirty counter-strategies to help KA managers effectively respond to common procurement negotiation techniques.
赵永杰How Should Distributors Build Good Relationships with Regional Managers?
Some say distributors and regional managers are as close as fish and water, while others see their relationship as a game of tug-of-war. Regardless, their close ties inevitably lead to conflicts, such as disputes over market support fees and short-sighted collusion. This article explores how distributors can foster better relationships with regional managers through open dialogue and practical advice.
刘会民11 Sales Techniques Every Sales Champion Must Master
In terminal sales, besides vivid and engaging explanations, mastering certain sales techniques is essential to make the entire sales presentation more perfect and more appealing to consumers. Technique 1: Learn to ask closed-ended questions during the sales process, designing questions for each selling point that require customers to answer 'yes' or 'no'.
王应权After the Dragon Boat Festival, July is Coming—Distributors Must Act on These Four Things!
For baijiu manufacturers and distributors, annual sales are concentrated around three major festivals. The Dragon Boat Festival, as the first sales node, draws much attention, but after it comes a long off-season. During this period, distributors face issues like price chaos, difficult payment collection, and slack business operations. To address these, distributors should establish monitoring mechanisms, implement reward and penalty systems for payments, shift business focus to terminal construction, and research competitors.
袁会文How Hard Is the Daily Chemical Industry? Even the Man Behind P&G Can't Hold It Up
As Blue Moon products are removed from shelves and P&G streamlines its focus on daily chemicals, the industry faces a cold snap. The article reveals that Yihai Kerry, the man behind P&G, also failed in its own daily chemical brand, Qinjie, due to a lack of consumer experience and outdated strategies.
纳兰醉天Seize 2 Key Time Points, Analyze 5 Key Elements, Conduct Thorough 3+3 Research to Quickly Identify and Develop Excellent Distributors
For manufacturer sales personnel, the success or failure of a market largely depends on the success of customer development. However, when developing new markets and new distributors, we often lack a clear and accurate judgment of the distributor's strength and professionalism in market operations. If a distributor intends to represent our products, they will often boast about their strength and social connections, and even guarantee how easily they will complete tasks. But ideals are丰满, reality is骨感; the actual operating conditions of distributors are often not as good as they claim. This requires our business personnel to conduct a comprehensive inspection and evaluation of distributors. Below, the author shares some methods for developing new market distributors based on personal experience.
赵波Visiting Clients: Details of Communication Determine Sales Success!
Based on years of experience, for small and medium-sized enterprises that sell through distributors, especially for products with low brand awareness, choosing the right distributor that aligns with the company's development philosophy, products, and sales policies is the crucial first step toward success. Distributor enthusiasm and efficient communication skills essentially account for half of product sales success. So how can you enhance distributor enthusiasm and maintain efficient communication? The author believes that when visiting clients, details of communication determine success or failure. How do you communicate with clients? What content should you communicate to win their hearts and encourage them to invest more attention in your product's growth?
马树文The Most Systematic Guide: A Step-by-Step Breakdown of Sales Supervisors' Daily Visits and Management Actions with Distributors
When salespeople visit new distributors, they have plenty to talk about—products, policies, promotions. But what about visiting an established distributor who knows company policies better than you do? What should you say? After long travel, a salesperson has only three to four effective hours per day with a distributor. If you ask what specific actions they take during that time, the answers are often incomplete or vague, with many reciting training concepts instead of concrete steps.
魏庆How Can Distributors Overcome Growth Bottlenecks?
The development of any commodity circulation industry relies on three fundamental components: manufacturers' products and brands, merchants' market distribution channels, and consumer purchasing behavior. While attention is often focused on brand building and consumer education, the distributor group that serves as a crucial bridge between manufacturers and consumers is frequently overlooked. This article examines the role of distributors, analyzes the challenges they face in growing beyond a certain scale, and proposes strategies for突破 these bottlenecks.
New Distribution