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 158 of 193
A Few Case Studies: What Refrigerated Distributors Should Do!
Refrigerated foods are those stored, transported, and sold at 0°-10°C with a shelf life of up to 30 days, including dairy and juice products. This article focuses on low-temperature dairy products. Unlike ambient beverages, these require strict temperature control and have short shelf lives, making them prone to spoilage. For new distributors entering this market, the challenges are numerous. This article offers practical guidance through real case studies, covering product selection, channel development, relationship maintenance, and consumer habit formation.
曾文忠 陈行军Scale Without Profit? Six Steps to Escape the Distribution Dilemma
Step 1: Product Introduction. Strictly speaking, a distributor's product management begins with product introduction. When selecting products to distribute, you must start from your own actual situation. The products you represent must be high-quality, meet market demand, and complement your current product line. This is crucial. Unrealistic or face-saving blind product introductions are doomed to leave distributors with excess inventory, increasing losses and wasting resources. For example, a distributor who had a good relationship with a salesperson from a instant noodle company later accepted a large shipment of beverages from that salesperson after he switched jobs, only to find the products unsellable and defective, leading to losses.
崔自三A Complete Guide for Distributors to Select Good Products
Choosing a good product can make a distributor profitable, while a poor choice can lead to losses or even severe damage. Product selection is crucial for distributors. Boss Chen, a renowned figure in City X's business circle, shares his practical experience on selecting products from six aspects: evaluating the company, understanding the product, knowing oneself, planning strategies, making cautious decisions, and adhering to principles.
伯建新Regional Distributors: Plant the Parasol Tree, and the Phoenix Will Not Leave!
As 2015 arrives, the domestic baijiu industry is in a slump, leaving many distributors with meager profits. Regional distributor Mr. Liu, however, has secured long-term partnerships with quality baijiu brands through strategic brand building, robust internal management, optimized product portfolios, and continuous learning, demonstrating that distributors must strengthen themselves to attract and retain top brands.
邹凌远Three Steps to Professionalize Your Distributor Sales Team
The quality of a distributor's team determines their market performance. A good team not only creates strong market results but also saves costs and increases profits. Professionalizing the distributor team is now the focus of competition and the future direction. Step one: select good employees. As the saying goes, 'Choice is more important than effort.' Distributors need insightful and ambitious talent that can be 'shaped' through training and experience into professional, loyal employees.
刘雷FMCG Marketers: Don't Let Your Guard Down Even in Peak Sales Season
During peak season, market demand surges, and companies place great emphasis on sales growth and market share capture. Many salespeople rely heavily on this period to achieve their annual sales targets and profit growth, making it a critical time for demonstrating their value. Xiao Zhang, a veteran salesperson for a well-known beverage brand, had served distributors in the local market for three years and knew the market well. As summer approached, signaling the peak season, he breathed a sigh of relief, thinking he wouldn't need to push distributors to place orders or worry about meeting targets. However, his complacency led to missed opportunities and a decline in market share.
刘雷How Distributors Can Win the Battle for New Products
New products generally carry high risks and costs, making their promotion and sales challenging compared to established products. However, distributors often must vigorously promote new products due to manufacturer mandates and the potential for establishing market position and profitability. This article likens new product promotion to a military campaign, dividing it into three phases: reconnaissance, assault, and defense.
张帆Dealers Lack Motivation? It Depends on How You Incentivize Them! (Detailed Methods and Approaches for Dealer Incentives)
In modern marketing, the distribution network as a carrier is increasingly relied upon by businesses, especially those in consumer goods. A key factor in whether the network operates smoothly is whether the dealers, who connect the manufacturer and the market, align with the manufacturer in philosophy and interests. This is crucial for product success. In practice, dealer incentives are generally divided into four types: time-based rewards, functional rewards, fuzzy rewards, and cultural rewards.
余力How Can Mid-Sized Distributors Cross the 'Life-or-Death Threshold' in Their Business Models?
Through recent training opportunities with distributors, the author has encountered many mid-sized distributors whose situation is fraught with crises and pressure, placing them in a 'life-or-death gap.' Their crises stem from two sources: the encirclement and suppression by downstream distributors and large, standardized operators, and the increasingly demanding operational requirements from manufacturers due to market segmentation. To escape this predicament and enter the fast lane of development, mid-sized distributors must accurately position themselves and undergo strategic transformation.
崔自三The Five-Step "Win" Sales Visit Method
Visiting clients and conducting face-to-face interviews are the most common and important aspects of a salesperson's "winning" work, yet they are also the most challenging. This article introduces the "Five-Step Visit Method," a structured approach applicable across all sales stages, from initial contact to after-sales follow-up, and provides practical guidance on how to master it.
New DistributionTerminal Marketing Strategy: Practical Operations
Terminal promotion typically involves placing promotional staff in key stores to guide and recommend products. These locations include warehouse-style hypermarkets, large department stores, medium-sized supermarkets and malls in major commercial areas, and large pharmacies in major commercial areas. To better help consumers understand products and ultimately make purchases, it is best to set up promotional guides at terminals, which helps spread brand awareness, expand product efficacy publicity, increase terminal sales, strengthen ties with terminal personnel, and prevent counterfeit products from entering and competitors' 'chokehold' tactics.
张继明Three Stages, Three Principles, Three Key Steps: 9 Steps to Quickly Complete Product Distribution
Distribution, also known as market coverage, is a series of processes to persuade retailers to stock and sell a company's products. It is a collaborative activity between the company and distributors (or upstream and downstream distributors) to rapidly open a market in the short term, serving as a crucial foundation for a quick market launch. Distribution facilitates rapid product listing, establishes stable sales outlets, and creates a ripple effect where one point drives a line, and one line drives an area. Typically, distribution actions have three characteristics: short duration (a specific market's distribution can usually be completed within three months), high speed (requiring concentrated advantages in manpower, materials, and finances for efficient and rapid market development), and multiple methods (utilizing a combination of personal selling, trials, poster posting, gifts, and other approaches).
芮新国Escaping the Quagmire of Distributors Demanding Concessions
In a previous role as vice president of marketing, two things caused headaches: most memos were requests for promotional or price concessions for primary distributors, and visits with them often involved complaints and demands rather than market growth discussions. The author argues that while policy support is necessary, it must be strategically applied, not simply given as benefits, and offers guidance on handling distributor demands.
孙斌No Sex Appeal? Still Blast KA Sales!
In today's increasingly fierce competition in KA stores, to boost sales in a hypermarket, the first step is to make customers 'see' your product among tens of thousands of items, then 'attract' them, 'stimulate' their purchase desire, and leave a deep 'impression'. Many companies only resort to old methods like 'occupying end caps, building floor displays, and hiring promoters', but with rising space and labor costs, these methods are becoming more expensive. In fact, a sales environment that is easy to see, easy to choose, easy to buy, and easy to remember is the key to KA visual merchandising.
岳欣凝Mastering Sales Visits: Lead with Your Strengths
In sales visits, it's almost mandatory to praise your company, products, services, and clients, but customers may not care about what you say, and you may not address what they care about. More importantly, no advantage is inherent; it only becomes an advantage if the customer perceives it as meaningful. Before advantages, there must be relevance: whoever connects more customer needs, greater interests, or does so first, holds the advantage.
New DistributionChannel Segmentation and Product Pricing under Separate Channel Operations
Currently, under unprecedented channel squeeze, many manufacturers have adopted separate channel and item operations. For example, Coca-Cola has long used a separate channel model and recently began moving into rural terminals to deepen channel penetration and capture a share of the rural market. However, an unavoidable issue in 'opening a second battlefield' is that improper pricing can lead to 'self-destruction.' Therefore, scientific and reasonable pricing is crucial. So, how should pricing be set to resolve the conflict between channels and prices in separate channel operations?
崔自三The Complete Guide to Conquering the Off-Season: '5+19' Strategy
This article is reprinted from the WeChat public account: Wine Talk. Many manufacturers and marketing personnel typically adopt a 'wait-and-see' strategy during the sales off-season, minimizing business trips to save costs, and at the end of each month, salespeople may push inventory to close contacts by securing marketing policies, leaving the market to natural sales in a semi-dormant state. However, in reality, if manufacturers and salespeople think counter-cyclically, adjust and optimize proactively, even the off-season can yield significant market opportunities.
王云飞Analysis of Six Major Misconceptions in Dealer Internal Management During Transition
As the business environment changes, increasingly fierce market competition poses significant challenges to most dealers. To address management issues, dealers have sought various solutions. Standardized, normalized, and systematic management is a cornerstone of modern enterprise management, especially for dealers in transition. Consequently, dealer owners have invested heavily, hiring experienced marketing managers to design comprehensive management systems and operational manuals for their small companies, yet problems persist.
张铃The Distributor's Profit Defense
After a busy year, Mr. Zhao, a liquor distributor in a prefecture-level city in Hubei, saw his sales double to 12 million yuan, but his net profit was less than 200,000 yuan, far below his estimate. In an era of high prices, rising marketing costs are eroding distributor profits, and this article outlines four key strategies to defend them.
黄芩How Marketers Should Grasp Distributor Interests
Before discussing distributor interests, the author presents two basic viewpoints: the interest-driven nature of all commercial activities, and the human tendency toward greed, where wealthier individuals are often more avaricious. Under these premises, analyzing distributor interests becomes easier. To solve problems, one must first analyze them, and before analyzing distributor interests, it's essential to understand the types of interests from multiple angles. As mentioned in a previous article, interests can be broadly categorized into two types: gaining something positive and avoiding loss. For example, when marketing chewing gum, emphasizing that it prevents cavities or bad breath is more effective than just saying it freshens breath. Psychological research shows that people change only when faced with pain or pressure, and the motivation to avoid pain is four times stronger than the pursuit of pleasure. Therefore, discussing negative aspects with distributors may pique their interest more. In marketing, we often describe interests in terms of direct and extended benefits, or direct and extended losses.
黄会斌What Should Distributors Do in June, July, and August?
This article, originally from the WeChat account Weijiu, explains that after May, manufacturers and distributors have typically completed their first round of post-holiday stocking, and their main focus is on the Mid-Autumn Festival. Experienced merchants know that the key to exceeding sales expectations during the Mid-Autumn Festival and Spring Festival lies in the months of June, July, and August. The author analyzes the essential tasks from two dimensions: time nodes and market cultivation.
盛初咨询杨大玉How Distributors Can Achieve Corporate Operation
The discussion on 'how distributors can achieve corporate operation' was triggered by two small incidents: first, a distributor friend from Henan expressed his confusion with family-style management and realized that without corporate operation, he would be eliminated, but he didn't know where to start; second, a county-level distributor asked me to find the general agent of Yanghe for distribution, but the deal fell through because the distributor lacked professional finance, delivery vehicles, and sales personnel. Thus, both internal development and external requirements from upstream make corporate operation an inevitable trend.
刘会民Management Insights from a Small Distributor Owner
As a distributor in a prefecture-level market in Hunan, I represent first-tier brands like Luzhou Laojiao and Great Wall Red Wine. With over 50 employees, our company is in a growth phase, and internal management is a major challenge. In my view, management involves two aspects: owners managing themselves and managing employees. As a manager, the owner must first understand their role in the company's development, and only then discuss employee management. Below, I share my experiences in management to discuss self-management and employee management with peers.
刘会民9 Characters to Master Product Display in Stores!
From the principle of simplified management, display is a meticulous task that requires care. If executed according to basic requirements, it can effectively enhance store image and boost sales. The nine key principles are: Quantity, Concentration, Ease, Completeness, Cleanliness, Association, Timeliness, Brightness, and Color.
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