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 175 of 193
Terminal Tactics: 'Snatch, Press, and Encircle'
The market terminal is a close-quarters battlefield where the sole objective is to overpower competitors and maximize product visibility, attention, and purchase rates. This article details the 'Snatch, Press, and Encircle' tactics, illustrated with examples from promotional campaigns for P&G.
李海龙The Eight Most Annoying Problems for Distributors
This article outlines the eight most common issues that distributors face, including product quality problems, frequent sales staff turnover, stock shortages, bundled sales, forced payments, long delivery cycles, unstable market support, and excessive use of distributor funds.
New DistributionDimensional Reduction Strikes in the Internet Era
This article discusses the concept of 'dimensional reduction strikes' from Liu Cixin's novel 'The Three-Body Problem' and applies it to business competition in the internet era. It provides examples such as e-commerce eliminating geographical constraints, 360's free antivirus software, Xiaomi's direct sales model, and Tencent's gaming and WeChat strategies, illustrating how removing traditional business dimensions can disrupt established players.
鬼脚七The "Eight Beliefs" and "Five Forces" for Building a Gold-Medal Salesperson
Sales work is monotonous, challenging, and a rollercoaster of emotions. With nearly 60 million marketing professionals working on the front lines daily in China, success varies despite similar efforts. A successful salesperson must possess eight fundamental belief patterns (the "Eight Beliefs") and five key forces (the "Five Forces") to excel.
New DistributionWhat Determines a Distributor's Standing in the Industry?
Why do distributors who start at the same time end up with vastly different standings years later? Some are renowned locally, while others remain obscure; some are courted by famous manufacturers, while others beg for cooperation and are turned away. This disparity stems from their differing influence and comprehensive strength, which are determined by sales volume and profit, and ultimately by the products they represent, their market control capabilities, team effectiveness, and operational strategies. To build a strong standing, distributors must focus on representing first-tier brands, turning distinctive second-tier brands into local sales leaders, transforming public channel resources into monopolistic resources, and maintaining focus.
王冠群Unraveling the 'Promotion Trap' at the Terminal in the Beer Industry
This article explores the pitfalls of terminal-specific promotions in the beer industry, where companies often fall into self-created traps due to mismanagement and lack of brand power. It offers strategic principles for weaker brands to navigate market competition effectively.
方刚Opportunity + Character + Knowing People = Success
This article argues that success in life and business is determined by three factors: seizing opportunities created by adversity, having the right character traits, and the ability to identify and use talented people. It uses historical examples from Chinese history, such as Emperor Yang of Sui, Li Shimin, and Cao Cao, to illustrate these points.
New DistributionThe Sales Myth in a 'Paralyzed' Market: A Bad Market Is a Great Opportunity!
This article tells a true story of how a marketing manager revived a completely paralyzed pesticide market in Shanxi, China, within five months, increasing sales from less than 30,000 yuan per month to 250,000 yuan, and eventually to 300,000 yuan within a year, creating a myth of 500,000 yuan in first-time customer payments. The key strategies included personal visits, team restructuring, market momentum building, and free trials.
New DistributionBeware of the Fault Zone in Base Markets: Terminal Blind Spots
High distribution rate and high share are basic characteristics of base markets, reflecting high sales and profits. However, in many base markets, there are terminals that do not sell or undersell your products—these are terminal blind spots. This article discusses how to attack competitors' blind spots and defend your own base market.
方刚A Comprehensive Solution for Manufacturers Managing Distributors
Distributors play a crucial role in transferring products and funds between manufacturers and consumers, making effective distributor management a key concern in China's marketing industry. This article outlines a comprehensive approach, emphasizing the importance of focusing on distributor interests, meeting their needs, providing training, avoiding indulgence, and managing downstream customers.
New DistributionThe Train Salesman's 'Three Moves and Six Tactics' for Crazy Sales
This article shares the sales techniques of a train vendor selling chamois cloths, highlighting his use of humor, live demonstrations, and scarcity tactics to achieve rapid sales. It breaks down his approach into 'Three Moves and Six Tactics' that terminal salespeople can learn from.
张令凯Four Major Misconceptions in Terminal Sales for Distributor Salespeople
This article analyzes four common misconceptions that terminal salespeople often hold, which lead to business failures, and provides strategies to correct them. It emphasizes the importance of balancing sales and market development, treating small clients as valuable, recognizing that low-priced products can be profitable, and managing clients with both service and monitoring.
New DistributionMonitoring: The Knife That Destroys Sales
A well-known company's marketing management department planned to install GPS tracking systems on salespeople's smartphones to monitor their daily routes. After confirming the information, the author predicted a rapid loss of sales staff. Indeed, nearly 30% of excellent employees resigned, and another 30% expressed intentions to leave. The author explains the reasons—lack of trust, security, and freedom—and suggests replacing monitoring with motivation.
张宁Getting Started: How to Get Along with Distributors
For FMCG salespeople, getting along with distributors is an indispensable part of their work. Friendly and harmonious relationships can make sales work smooth, reduce unnecessary obstacles, and facilitate rapid market and channel expansion and sales growth. Conversely, poor relationships can lead to passive sales work and unnecessary troubles. This article aims to guide newcomers on how to get along with distributors effectively and avoid detours.
New DistributionThe Habitual Harm Manufacturers Inflict on Distributors
Manufacturers often fail to recognize the harm they cause distributors through frequent policy changes or certain behaviors, only listening to distributors when problems become irreparable. This article explores the direct causes of such harm, including frequent salesperson turnover, product changes, excessive promotional fluctuations, low-price sales in hypermarkets, and unfulfilled promises, offering insights on how to avoid these damages.
New DistributionMobile Internet 1.5 Model – Dare You Not Be So Awesome?
This article discusses the challenges traditional liquor companies face in integrating with mobile internet, proposing a '1.5 model' that bridges the gap between simple e-commerce (1.0) and consumer-centric approaches (2.0). It presents successful case studies from HeLong and Zhijiang, demonstrating how leveraging mobile tools to engage both consumers and terminal store owners can drive sales and efficiency.
New DistributionOutline of the "Penetration" Model for Distributor Management
Distributor management is a critical issue for FMCG companies. This article proposes a "penetration" model for distributor management, emphasizing data analysis and standardized actions to guide distributors' resources toward the company's products, thereby achieving sustainable sales growth.
刘杰The Eight Steps of FMCG Terminal Visits
This article breaks down the terminal visit process into ten detailed steps, emphasizing the importance of systematic execution over improvisation. It highlights key principles such as no-omission coverage, brand territory building, and professional customer relationship management.
方刚How Distributors Can Retain Employees
Many distributors find personnel management more challenging than business development, with talent attrition and low morale being the most prominent issues. This article explores how distributors can address salesperson turnover and underperformance through effective compensation structures, career development opportunities, and motivational strategies.
New DistributionSix Core Points Distributors Must Note for Business Development
This article outlines six core aspects distributors must focus on for business growth: product structure, channel network, capital flow, manufacturer-distributor relations, team management, and trend opportunities. It emphasizes the importance of a balanced product portfolio, a well-planned distribution network, maintaining healthy cash flow, fostering good relationships with manufacturers, building a strong team, and seizing market trends.
朱志明Five Principles for Salespeople to Learn to Speak
Many people fail or are not successful enough because they don't know how to speak. For salespeople, speaking is even more important. This article shares five basic principles for salespeople to communicate effectively with customers, including being concise, listening carefully, answering questions honestly, avoiding rhetorical questions, and praising customers.
New DistributionThree Strategies for Advancing to the Forefront of the Distribution Industry: Beijing Chaopi Trading
Beijing Chaopi Trading has established deep cooperation with over 300 domestic and foreign upstream manufacturers, covering more than 500 brands and 10,000 SKUs, and has become a leading comprehensive trading and distribution enterprise spanning multiple industries. The company's success is attributed to its refined network structure, comprehensive service-oriented supply chain management, and intelligent, information-based management model.
New DistributionThe One, Two, Three, Four, Five, Six, Seven, Eight, Nine of Sales
This article outlines the essential principles and practices for sales success, covering the core belief, key abilities, three realms, reasons for failure, types of top performers, personality traits, habits, priorities, and secrets of elite salespeople.
New Distribution3 Ways to Increase Sales Through Channel Refinement!
This article explores unconventional sales channels for beer, such as tea gardens, night markets, and construction sites, and suggests leveraging distributors to cover these channels. It emphasizes that channel refinement can boost sales and that distributor network layout is key to rapid growth.
New Distribution