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 159 of 193
Terminals, Still Terminals
First, you must work on terminals. In the baijiu industry, there are three types of companies: those that don't work on terminals and die; those that work on terminals and die; and those that work on terminals and profit. Without terminal support, products won't enter mainstream terminals and won't become market leaders. Attempts to bypass terminals—such as e-commerce direct sales, trunk projects, bribery promotions, or circle marketing—will all face diminishing returns, with slower development, higher maintenance costs, and lower value.
曾祥文Distributors Talk: How Should Distributors Excel at Management?
Zhang Wei, a small distributor, faces mounting management issues as his business grows, including product line chaos, employee management problems, inventory losses, and channel conflicts. Through analysis and practical solutions, he restructures his product portfolio, implements objective performance management, adopts inventory software, and divides channel responsibilities, leading to improved performance and a clearer strategic direction.
谭长春15 Practical Measures to Manage Your Salespeople
There are no fixed rules for sales managers to manage their salespeople, and no book can claim to offer a complete set of formulas that can be followed blindly. Managing salespeople is not a static proposition; it requires targeted and adaptive management that changes with the environment, circumstances, and the individuals involved. Therefore, fundamentally, sales managers must rely on real-world experience to discover targeted methods. Fortunately, everything follows certain patterns, and while techniques vary, some basic principles can guide effective personnel management.
New DistributionEight Prohibitions for Regional Managers in 'Personal Conduct'
This article discusses the art of 'personal conduct' for regional managers, emphasizing that they must first be upright individuals before doing business. It outlines eight prohibitions, including not criticizing the company in front of clients, not becoming too familiar with dealers, avoiding laxity, resisting small gains, not making blind promises, maintaining proactive communication, not being arrogant, and reporting market conditions truthfully.
游昌乔Come, Let Me Teach You How to Tell the Profit Story from Multiple Angles
1. Tailor the profit story to the audience. In small and medium terminals, the decision-makers are either the owner or the store manager/buyer. Owners care about profit, especially during new store openings, while store managers/buyers care about bestsellers and their performance metrics. Salespeople should adapt their profit stories accordingly.
魏庆Terminal Visits: Three Steps to Quickly Build Trust with Small Shops!
To build trust with small shop owners, salespeople should first make themselves memorable by dressing neatly, avoiding long pitches, and helping out in the store. Then, they should understand the customer's situation, including staff, products, and customer flow, and finally earn trust through sincerity, professionalism, and considering the customer's interests.
New DistributionIf You Can't Even Be Bothered to Do Displays, Then Don't Do Sales!
In today's rapidly changing market economy, distributors have transitioned from 'sitting merchants' to 'itinerant merchants.' Those who failed to adapt and waited for customers to come to them have declined. With China's economic growth slowing and supply exceeding demand in various industries, competition among brands has intensified. The market's performance, especially the battle for shelf space, will determine the fate of many salespeople. Those who don't adapt will be eliminated. Are you ready?
New DistributionFive Combination Tactics to Close Terminal Orders at the Last Moment
This article introduces five combination tactics for terminal sales: breaking the ice, introducing work objectives, handling objections, telling profit stories, and closing the deal. It emphasizes preparation, customer psychology, and practical techniques for small and medium terminal stores.
魏庆On the "Corporate Operation of Distributors"
Since the beginning of the 21st century, with the booming development of the home textile industry, a large number of capable and thoughtful home textile distributors have risen rapidly. After just a few years of development, they have established comprehensive sales channels, with annual sales reaching tens of millions of yuan. However, as these distributors rapidly expanded, a series of operational and management challenges have emerged, prominently in four areas: 1. Basic management difficulties: multi-headed management and oral management are common, while process management, hierarchical management, and performance management are lacking. At the same time, family relationships hinder the effectiveness of institutional systems, leaving basic management weak.
沈波34 Laws That Determine the Survival of Distributors
The growth of a distributor is primarily hindered by the 'founder's trap,' where the owner's dominance becomes an obstacle as the company expands. To grow, distributors must transition from a business-oriented to an entrepreneur-oriented model, emphasizing systems, professional management, and the ability to delegate.
刘春雄Five Stresses, Four Beauties, Three Loves: The Secret to Intensive Channel Management
Those who control the channel control the market. The channel is the lifeblood of a company. While companies wage fierce battles with product, price, concept, and brand strategies, the hidden channel competition is also intensifying. Intensive channel management has become the most clicked term in marketing policies and plans. It involves integrating marketing tactics to fully tap market potential, cultivating and supporting distributors, increasing outlet coverage and penetration, enhancing outlet presentation, and using advertising and promotions to drive demand, ultimately achieving distributor and terminal push to raise market share and brand influence.
游昌乔Dealers Choosing 'Small Brands' - Think Twice Before Acting
Because many company executives understand that in today's market where products are largely oversupplied and competition is fierce, those who control the channel may win the market. In China, the role of the channel has never been more important than it is today. Dealers are a crucial part of the channel. So when you open a well-known financial newspaper or magazine, you see various sizes of franchise advertisements. Companies use every means to attract dealers, from strong corporate strength, R&D capabilities, and the charisma of leaders, to product performance and quality, broad market prospects, and strong support like TV, newspaper ads, celebrity endorsements, and comprehensive marketing planning support, as well as promises of strict market protection, no cross-region selling, generous year-end rebates, and complete return and exchange policies, and so on.
卢旭成Modern Distributors and Mechanism Innovation
Jack Ma once said that the era of Li Ka-shing is over, and now is the era of the Internet. In fact, distributors still play a leading role in the market economy. The pattern of 'channel is king, winning at the terminal' still dominates. How can modern distributors remain invincible in the economic tide? The current relationship between enterprises and distributors is not satisfactory due to differences in interests and goals, and inefficient communication and management. The relationship mainly manifests in several types: confrontational, master-servant, loose, and win-win.
黄贤华How Can Distributors Effectively Resolve Outstanding Payments at Retail Terminals?
Outstanding payments and 'triangular debts' between manufacturers and distributors have largely been curbed with market economy development and financial system improvement, but distributor receivables at retail terminals, especially, are spreading, threatening FMCG distributors' growth by causing cash flow breaks and bad debts due to store closures and transfers. This article analyzes the causes and provides practical solutions for distributors to prevent and manage retail terminal arrears.
New DistributionEight Steps to Ensure the Successful Launch of New Products
In today's era, the only constant is change, and innovation is the lifeblood of enterprises, having become the main theme of the times. For baijiu companies, developing new products is of strategic importance because, as competition intensifies, continuous innovation and new product development are essential to maintain competitive advantage and sustainable market growth. New products are a vital pillar for survival and development, and a powerful weapon for long-term success. For marketers, promoting new products is an effective way to boost performance and income, while for distributors and secondary wholesalers, it is a means to increase sales and profits, ensuring mutual benefit and sustainable market development.
师顺宽Ten Steps Before Choosing a New Product: A Guide for Distributors
This article, originally from the WeChat account Jinxiaoshang, emphasizes the importance of rational analysis when distributors select new products. It outlines ten critical steps, including self-assessment, market conditions, manufacturer support, product selling points, profit margins, product movement, operational methods, launch channels, success cases, and market visits, to help distributors avoid failures and identify potential bestsellers.
曾文忠 陈行军Distributor Integration: How to Upgrade from Lover to Wife
Distributor cooperation can take loose alliances or advanced integration forms. If alliances based on shared interests are like finding a lover, integration is more stable, akin to finding a wife. Chinese distributors face two enemies: the rapid expansion of domestic modern commerce and the entry of multinational retail. Traditional business thinking cannot counter the attack of collectivized, centralized operations. Distributors' operational efficiency suffers from slow circulation, high inventory rates, and high logistics costs.
英昂林How to Communicate More Effectively with Distributors
Xiao Wu, a newly promoted sales supervisor on probation, failed to follow up with distributors on order placement, leading to unmet targets and his probation not being confirmed. Effective communication with distributors requires setting specific goals, time limits, reaching consensus, and continuous follow-up.
陈波Avoid Jargon in Terminal Sales
During recent store visits, I encountered a salesperson from a beverage company who was knowledgeable but used too much professional jargon, confusing store owners. This highlights the importance of communicating in a way that customers understand, rather than showing off expertise.
陈凯Winning at the Point of Sale: A Must-Attend Course for Suppliers to Hypermarket and Supermarket Channels
This course is designed for FMCG companies that believe in "winning at the point of sale." It addresses common issues in retail terminal management, such as the lack of a clear link between management activities and sales growth, and provides systematic methods to improve product visibility, in-store display, pricing, inventory, and promotions, ultimately enhancing purchase rates and market share.
北京时代博文What Should Distributors Do When They Encounter a 'Half-Baked Product'?
A distributor who invested in a jelly product with a well-known cartoon character brand faces broken promises from the manufacturer, thin margins, and a dead-end business model. Expert analysis suggests the core issue lies in the distributor's investment decision and category management, and offers three strategic directions to escape the dilemma.
英昂林How to Accelerate Product Sell-Through in Supermarkets
Getting products (especially new ones) onto supermarket shelves is easy, but achieving sell-through is hard. The speed of sell-through directly impacts market sales and profits. Typically, if a product doesn't move within three months, supermarkets will ask the manufacturer (or supplier) to exit. The key is for manufacturers, suppliers, and supermarkets to work together to solve the sell-through problem.
New DistributionTerminal Marketing: 20 Key Concepts
Without clear terminal strategy, evidence, and support, attracting distributors is difficult, leading to a cycle of hiring and firing salespeople. This article outlines 22 key concepts of terminal marketing, emphasizing the importance of terminal strategy, core terminals, and the distinction between sales and promotional terminals, to help companies succeed in the competitive FMCG market.
曾祥文Nine Strategies for Taming Distributors
In modern business warfare, as competition intensifies and brand promotion and terminal marketing costs soar, FMCG companies are shifting marketing work to distributors while providing sales support. However, distributors often fail to cooperate, demanding policies and fees, or even engaging in channel stuffing, which troubles manufacturers. How can manufacturers make distributors operate the market according to their requirements and achieve a 1+1>2 effect? Based on over ten years of experience managing distributors, the author suggests that by implementing the following nine strategies, distributors will not only become obedient but also dependent on the manufacturer.
New Distribution