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 161 of 193
Quick and Effective New Market Development: One Goal, Four Steps
Many salespeople feel overwhelmed when developing new markets, unsure where to start. This article outlines a four-step method for finding, evaluating, convincing, and servicing distributors, helping you navigate new market development with confidence.
代振17 Questions Salespeople Often Ask
Sales training is more challenging than general training because salespeople ask many questions that are often situational, requiring empathy and practical experience to answer effectively. This article outlines 17 common questions and answers that can help salespeople become top performers, emphasizing the importance of observation, problem-solving, and continuous improvement.
刘信峰N Ways to Play Price Promotions at Retail Terminals
Distributors most want to see booming apparel sales. As the saying goes, to make money, you need volume. Discounts and price cuts are effective, but if not used well, they can be counterproductive. Terminal price cuts require strategic thinking.
New DistributionThree Major Issues in Terminal Management
A reader from Zhejiang Transfar Company raised three representative questions about terminal management. The author shares his views: terminals should be developed and maintained by distributors under the company's management, not directly by the manufacturer; compensation for terminal staff should be based on standardized checks of five elements including placement and display, not just sales; and terminal data should be recorded in the company system for analysis and management.
李临春The Road to Reinvention for FMCG Distributors in the New Economic Landscape
The survival and development of FMCG distributors are closely tied to changes in FMCG companies. When the industry grows and companies expand rapidly, distributors grow in tandem; conversely, they face pressure and slow growth. As overall industry growth slows and competition intensifies, companies raise their demands on distributors. China's economic geography and commercial development are characterized by a large population, complex geography, diverse consumption patterns, and varying market order, leading to multiple forms of manufacturer-distributor cooperation.
New DistributionPERFECT: The 7-Character Efficient Marketing Operation Guide for Sales Representatives
In response to the lack of training materials for sales representatives, the author introduces the PERFECT principle, a practical guide covering Preparation, Efficiency, Request, Following, Effect, Communication, and Threat, to help sales reps execute effectively in the field.
张会亭Seven Sins of Slow Sales in Peak Season
Distributors are busy preparing for the peak season, hoping to make a fortune. However, sales may not increase or even fall below normal levels. This article analyzes seven reasons that hinder distributors' shipments, including excessive price cuts, counterfeit products, low-profit old products, part-time salespeople, terminal arrears, high turnover of salespeople, and inactive secondary distributors.
New DistributionHow to Get a Grip on the 'Achilles' Heel' of Secondary Distributors
This article categorizes secondary distributors (二批商) into three types—circulation-based, channel-based, and terminal-based—and provides eight systematic methods for manufacturers and primary distributors to manage them effectively, including planning distribution structures, controlling shipment prices and rhythms, and stabilizing them during competitive threats.
史贤龙The Art of Distributing New Products
Distribution is the first step in bringing a new product to market, and it is crucial. This article details the key considerations for new product distribution, including its four major characteristics, three standards, and effective strategies.
New DistributionThree Principles, Four Supervisions, Five Dos, Eight Key Points: A Practical Manual for Distributor Teams in Township Distribution
With a rural population of over 900 million out of 1.3 billion, China's rural market holds immense potential. Following the strategies of 'building teams, setting standards, creating models, and ensuring implementation,' this article shares a practical case of township market development, including team building, the 'Eight Key Points for County and Township Market Development,' and supervision methods.
郭子涵Mastering the Terminal to Win the Old Market
The rapid development of an enterprise requires sustained profits from successful markets to support the development of new strategic markets, forming a virtuous cycle. While much has been written about developing new markets, maintaining old markets is often overlooked. This article discusses how to manage and develop terminals in mature markets to sustain profits and competitiveness.
冯启Brand + Advertising + Distribution + Promotion + Display = No Sales, What to Do?
In our consulting practice, clients often ask why a marketing model, strategy mix, or operational plan that succeeded in Market A fails in Market B, why past successes no longer work, and why sales remain stagnant despite increased investment. Based on our experience, such problems generally stem from three levels: strategic and positioning errors, core strategy and mix deficiencies, and execution failures.
程绍珊The Manufacturer's Numbers Game
For companies and distributors implementing deep distribution, expense is a sensitive topic. If the marketplace is a battlefield, then personnel are the guns and expenses are the bullets. Without scientific and rigorous expense support, challenging competitors in deep distribution is impossible. But do the people carrying the guns know how many bullets they have? In other words, do today's distributors and manufacturers' city managers know how much expense they can use?
张势之Getting Close to 'Her' Is the Only Way
For some manufacturers, the terminal promotion formula q=vs (total volume equals cross-sectional area times flow rate per unit time) suggests that to increase overall sales, one must continuously raise distribution rate or per-store sales. Developing new markets (breadth) is easier than increasing regional sales (depth), so many manufacturers aggressively recruit salespeople to blanket new markets, as any shipment counts as sales—direct, simple, and effective. But the result is often that products are sent to distributors, and at best, promotions and support work; at worst, distributors order once and never reorder, and the market fails to turn over, harming future efforts.
张势之Bold, Meticulous, Thick-Skinned: The Seven-Character Mantra of a Top Salesperson
At a high school graduation party, we asked our Chinese teacher how he won over his beautiful wife. He replied without hesitation, 'I'll tell you a secret: seven characters—bold, meticulous, thick-skinned.' In romance, these seven characters are indeed an unbeatable weapon. And they are equally the mantra for a successful salesperson.
游昌乔The Dilemma and Way Out for Sales Inventory
After the bustling sales season ends, many companies are busy rewarding achievements or holding summary meetings, but a nightmare lingers for marketing managers and distributors: a large amount of unsold products accumulate in warehouses, forming bad inventory. If not handled promptly, it can affect next year's sales or even destabilize the channel. This article analyzes the causes and harms of bad inventory and proposes systematic solutions based on supply chain optimization and treating bad inventory as a liability.
和君营销Why Can't Distributors Manage a Team of a Dozen or So People?
A distributor who once managed dozens of employees struggles to manage just over ten after losing a major brand agency, leading to internal conflicts and inefficiency. The root cause lies in the owner's 'core beam' mindset, which tolerates core employees' mistakes and hinders effective management.
张势之、张洪千Solving the Cost Overrun Problem of Distributor-Operated KA from the Root
As KA systems rapidly expand into third- and fourth-tier markets, modern retail channels account for an increasing share of corporate sales, prompting large companies to manage these systems directly while SMEs rely on distributors to control costs. However, this often leads to uncontrolled expenses, such as excessive cost ratios and unmonitored promotional spending, which can be addressed through risk transfer, careful distributor selection, and cross-regional KA management.
柏龑Distributors: What Should a Boss Be Busy With?
In training distributors for many companies, the author often hears distributor bosses complain about being too busy, having incompetent subordinates, and struggling to recruit and retain talent. However, the author has also met larger distributors who act like 'hands-off bosses,' managing only a few core people and spending time on strategic planning and exploring new opportunities. The key difference is that excellent distributors earn through intellect, while ordinary ones exhaust themselves physically. This article advises distributors to clarify their roles at different stages—being hands-on during startup, acting as a coach during growth, and becoming a manager during scale-up—to avoid being a 'three-mang' (busy, confused, and blind) distributor.
崔自三Terminal Sales Reps' 'One-Move Defeat' Selling Method
Imagine meeting an old friend, classmate, or neighbor you haven't seen in years. After shaking hands, you blurt out, 'I'm now in multi-level marketing and selling insurance; I want to sell you a product...' Before you finish, they're gone. Real insurance agents and MLMers aren't that foolish; they don't start by selling. They first show concern and tell you benefits—like MLM can make you rich, or insurance means your wife gets rich after you die. The professional term for 'benefits first, then selling' is...
魏庆How Can Distributors Retain Their Top Sales Talent?
For distributors, attracting and retaining top sales talent is challenging, as top performers often prefer integrated supply chain companies and may leave to start their own businesses or join competitors. This article explores strategies such as emotional engagement, alternative career paths, delegation of authority, profit-sharing, and adjusting compensation structures to retain these key employees.
New DistributionPractical Tips for New Product Distribution
When launching a new product, no matter how scientific and comprehensive the marketing plan or how intense the advertising bombardment, if the product lacks distribution coverage, everything is empty talk. To improve distribution coverage, it is essential to first formulate reasonable promotion policies and cultivate a first-class sales team to execute them. During the author's tenure as a regional manager for a large fruit-milk beverage company, there was a prefecture-level market where the product had been on the market for a long time, but sales just wouldn't pick up. Upon visiting the market, the distribution rate in C and D class stores in the urban area was only about 10%, and the county-level distribution channels were not well-established. The distributor said...
刘连喜Dealer Loophole Management Series: Warehouse Management
During a visit to a dealer, the author witnessed expired products being discovered in a small warehouse, highlighting severe warehouse management issues. The article presents two case studies and a sample workflow to illustrate how dealers can integrate warehouse management with sales activities to prevent losses.
张势之A County-Level Distributor's Strategy to Dominate the Market
After defeating the local retail leader and becoming the top player, he seemingly aimed at wholesale giants, but in reality, he was setting a trap to reorganize all retail shops in the county. Song Leshan, who started as a clothing salesperson, used his savings of over 300,000 yuan to establish Leshan Supermarket in this small county, and within a few years, through classic 'commercial battles,' he swept through local retail and wholesale, becoming the largest retail chain in the county and initiating the expansion of stores to rural areas.
欧海青