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 156 of 193
The Secret Weapon That Established Master Kong's Market Position
Twenty years ago, almost no one had heard of Master Kong; ten years ago, many had; now, everyone knows it. Since investing in mainland China in September 1988, Master Kong has achieved impressive results through over 20 years of relentless effort: its instant noodles hold the largest market share nationally, its tea beverages lead the market, its mineral water gained the top market share in 2009, and its juices ranked third nationally, with total sales reaching 50 billion RMB in 2009. The secret to these achievements lies in a comprehensive set of marketing methods, with 'channel intensive cultivation' being the most crucial.
王冠群Is It Hard to Get Products into Small Shops? A Veteran Salesman's 'Five-Character Guide'
The cost of acquiring a new customer is generally 5 to 10 times higher than retaining an existing one, and the value brought by a retained customer far exceeds that of a new one. This sales rule applies to any industry, including the baijiu (white liquor) sector, which is currently undergoing a difficult reshuffle with widespread losses. To consolidate sales channels, major liquor companies are turning to roadside small shops and mom-and-pop stores, and a veteran salesman has developed a 'five-character guide' for successful distribution to these outlets.
New DistributionDecoding the Secrets Behind the 'RIO' Craze!
The rise of pre-mixed drinks has stirred up the industry: on one hand, various regional small distilleries are jumping on the bandwagon, leading to a flood of brands of mixed quality; on the other hand, distributors are generally eager to get involved, with one distributor from Jinhua, Zhejiang even 'begging' for RIO's contact information. In reality, pre-mixed drinks are not as 'rosy' as imagined, but their recent development is indeed commendable. In response to the current frenzy, we want to 'cool down' the industry.
New DistributionHow to Effectively Control and Avoid Market Returns
Returns are inevitable in any product business, arising from either quality issues or market factors. Market-related returns typically stem from poor sales efforts, secondary wholesalers' mismanagement, or retail outlets' failure to rotate stock. To control and avoid such returns, companies must enforce first-expiry-first-out (FEFO) principles, rapidly distribute new products, clear near-expiry stock through promotions, and ensure diligent daily store visits and inventory checks.
段杨Visual Merchandising Guide: A Comprehensive Summary of Display Methods for Nearly 30 FMCG Categories
The terminal display is the final step in realizing a product's commercial value, often referred to as the 'last kick.' Effective in-store merchandising is crucial for boosting sales and leaving a lasting impression on consumers. This article compiles 30 practical display methods for various FMCG categories, including beverages, dairy, biscuits, candies, and more, offering valuable insights for retailers.
New DistributionHow Manufacturer Sales Personnel Can Understand Distributors
Manufacturer sales personnel serve as the bridge and bond between the manufacturer and distributors. If this role is played well, cooperation will be smooth; otherwise, conflicts may escalate, harming the market. Therefore, sales personnel must understand distributors to build good relationships and manage the market effectively. First, they should survey the market before visiting distributors, as this facilitates communication. Distributors dislike salespeople who are absent except for payment collection, rarely visit the market, lack market knowledge, or act arrogantly. Salespeople must also identify and solve market problems, act as both coach and player, and avoid empty promises or blame-shifting. A capable salesperson who understands distributors can make a market thrive.
段杨What Should a Salesperson Talk About on the First Visit to a Client? Part 3
On the first visit, how can a salesperson make the client interested in the business? The salesperson can rely on brand influence, company strength, marketing models, excellent sales teams, and successful cases in the surrounding area. They can also use their own business acumen, high-level market operation skills, and personal charisma to spark interest. It is very difficult for a salesperson to meet the store owner because the staff won't reveal the owner's phone number or schedule. If the salesperson happens to run into the owner, the owner may deny being the owner. Meeting the owner is hard, and closing the deal is even harder.
孙授诚What Should a Salesperson Talk About on the First Visit to a Client?
After introducing the company background and brand strategy, the salesperson should discuss operational ideas tailored to the local market and client, covering how the brand will be operated, how to cooperate with stores, and how products will be sold. This includes marketing strategies, promotion models, development methods, annual plans, market operations, promotional plans, and more, all aimed at helping the store grow and ensuring a successful partnership.
孙授诚Grab, Dress Up, Manage: A Three-Step Strategy to Win at the Point of Sale
In the past, the mantra was 'the terminal is king,' but everyone rushed into group buying and made easy money. Now, as the industry cools and high-end liquor prices drop, the channel ecosystem has shifted, and the once-reliable government and business group buying has given way to the more fragmented mass-market liquor era. This is an era of consumer sovereignty, where liquor consumption is more rational. The key is to attract consumers' attention and drive sell-through at the point of sale—this is the fundamental, practical know-how everyone needs. The first step in winning at the point of sale is to grab.
New DistributionWhat Should a Salesperson Talk About with a Client on the First Visit?
Many company executives report that salespeople don't know what to say to clients. Despite lengthy training, the messages are inconsistent. Salespeople often present policies, read them out, mention delivery materials, and show samples, but clients' comments leave them indecisive. The key to failure is that salespeople lack a firm stance and their own negotiation system. First impressions are crucial; if the first meeting fails to impress the boss, future business will face great resistance.
孙授成A Practical Guide for City Managers on Managing 'Route Sales Rep' Customer Relationships
This article addresses the common problem of 'cultivating but not refining' in route sales, where deep distribution efforts fail to yield results. It proposes a systematic approach centered on customer relationship management, including terminal classification, key person identification, effective visit standards, and improved complaint and delivery processes, to enhance execution and market competitiveness.
方刚Five Strategies and 21 Methods for Negotiating with Distributors
This article, reposted from the Baijiu Distributors Academy, provides practical strategies for sales personnel to succeed in first negotiations with distributors in regional markets. It covers preparation, creating a good first impression, negotiation tactics, and conflict resolution, emphasizing the importance of understanding oneself, the counterpart, the market, and competitors.
朱志明Dealer Crash Course: Learning from Manufacturers to Counter Them
Dealers can improve their overall quality, but it's a systematic project not achievable in the short term. However, there are ways to reduce passivity and increase success odds in dealings with manufacturers without major adjustments. By learning from manufacturers' sales personnel and using dialectical thinking, dealers can reverse-engineer strategies to their advantage.
New DistributionWhat to Do When the Manufacturer Tightens Terms at Contract Renewal?
Manager Pan in Liuzhou, Guangxi, is troubled because his contract with Shacheng Wine is expiring, and the manufacturer's salesperson demands an initial order equal to last year's total sales, or they will find another distributor. Pan is torn between keeping the agency for this nationally known brand and avoiding a cash flow crunch, especially since the manufacturer had initially offered favorable terms without sales quotas.
赵建英Three Disciplines and Eight Points for Attention for Field Personnel
If you hate someone, send them to work as field personnel to endure the loneliness of being away from headquarters; if you love someone, also send them to work as field personnel, because it can turn them into a talent. As representatives, special envoys, and advance troops of the enterprise, our field personnel cultivate the vast land of the enterprise. Everyone knows that for an enterprise to develop, operating only at its doorstep is not enough; going out will lead to a better future. But how to go out and who goes out first are our regional representatives, regional managers, etc., whom we collectively refer to as field personnel here.
New DistributionCommon Tricks Salespeople Use to Hit Monthly Targets
After a monthly sales meeting dinner, a regional supervisor drunkenly composed a poem revealing the hidden crisis beneath marketing's surface prosperity. This article analyzes the common tricks and formulas salespeople use to meet monthly targets, exposing the drawbacks of loosely managed field sales and offering remedies for companies.
冯启Being an Obedient Distributor
Zhu Yuanzhang was a historically ruthless emperor who killed many founding heroes, yet his fellow townsman and friend Tang He managed to survive by being obedient and knowing when to retreat. For distributors, being obedient to manufacturers is a wise strategy that ensures survival and success, as it aligns with the interests of both parties and fosters a harmonious relationship.
崔自三Tackling Market Price Chaos: Seven Parts Strategy, Three Parts Management
The consumption power of third- and fourth-tier markets is remarkable, but so is the chaos in channel pricing. With vast territories, many newcomers struggle to manage these markets effectively, and even well-prepared companies can be overwhelmed. Price controls that work in first- and second-tier markets often fail here, making "product price chaos" a major obstacle to growth. The causes are numerous, including dealer dominance, flawed pricing strategies, and intentional price undercutting. To address this, a "seven parts strategy, three parts management" approach is recommended, emphasizing guidance over control, such as selecting the right dealers, focusing on major dealers, and using dealer-to-dealer supervision.
New DistributionProducts Laid Out but Not Moving? 4 Quick and Effective Strategies to Boost Terminal Sell-Through
This article is excerpted from Mr. Liu Wenxin's book: "Marketing Common Sense That Boosts Sales in Every Move". It first analyzes the reasons for poor terminal sell-through, then offers four practical strategies to improve it, including refining product purchase reasons, focusing on top 20% stores, using merchandising materials, and building strong terminal relationships.
刘文新Salespeople: See, Listen, Play – 'Three Skills to Win'
Salespeople are often told to master 'three skills': seeing, listening, and playing. While these are common catchphrases, not every salesperson knows how to apply them effectively. Drawing on years of practical experience, the author focuses on the second skill—listening—and provides detailed guidance on whom to listen to, what to listen for, and how to listen, aiming to help sales professionals gather valuable information and ultimately win.
New DistributionDeveloping Foodservice Outlets: The Nine-Character Secret to Relationship-Based Breakthroughs
In FMCG marketing, winning at the foodservice terminal is often seen as the key to market dominance, but high entry fees and tough conditions deter many manufacturers and distributors. This article presents a nine-character strategy—'seize opportunities, leverage networks, build platforms'—for using relationship-based approaches to successfully develop foodservice outlets, illustrated with real cases.
杨旭Seven-Step Method for Foodservice Channel Operations: Practical Action Breakdown under a Terminal Mindset
In the local liquor market, foodservice terminals are the mainstream sales channel for baijiu. However, disorderly competition in this channel has caused many baijiu brands to fail in restaurants. Key characteristics include: 1) A-class outlets are often monopolized or bought out by strong brands, making entry difficult; 2) Deteriorating competition with escalating fees (entry, exclusive sales, bottle-opening, promotion, and public relations) forcing prices far above product value; 3) Credit sales are required, with B and C-class outlets having poor credit, high sales costs, and high risk of bad debts. Based on these characteristics and years of marketing practice, the 'Seven-Step Method for Foodservice Terminal Operations' has been developed to launch terminal markets swiftly with sharp terminal positioning attacks.
何足奇Counting the Unselectable Distributors: The '3 Most, 3 Many, 3 Wrong, 8 Without'
Few companies can do without distributors, but few are satisfied with the ones they have. Many markets fail because distributors are inattentive, uncooperative, or break market rules, yet the fault often lies with the manufacturer's own poor selection criteria. This article outlines the types of distributors to avoid—those with the 'most' money, scale, or experience; those with 'many' expansions, debts, or competing products; those with 'wrong' brand, market, or profit philosophies; and those 'without' people, facilities, money, experience, network, integrity, confidence, or attitude—and offers guidance on choosing the right partner.
李政权Managing Distributor Profitability
This article discusses the necessity and methods of managing distributor profitability from a manufacturer's perspective. It emphasizes the importance of helping distributors increase legitimate profits while curbing illegitimate ones, and provides practical strategies such as optimizing product portfolios, securing internal support, and conducting regular business reviews.
张立强