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 178 of 193
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 changed, and government/business group buying has given way to the more fragmented mass-market liquor era. This is an era of consumer sovereignty, where baijiu consumption is more rational. How to attract consumers' attention and achieve terminal sell-through is the fundamental question and the practical know-how everyone needs.
New DistributionWhat is Internet Thinking
Because of the internet, we have internet thinking, but it is not exclusive to internet companies. True internet thinking is a re-examination of the traditional enterprise value chain, reflected in strategy, business, and organization, as well as in all value chain links from supply, research, production, and sales. It transforms the traditional business 'value chain' into the 'value loop' of the internet era.
New DistributionSmall Store Operation Management System under Deep Distribution
This article discusses the operation management system for small stores under deep distribution, covering store overview, sales targets and strategies, store management operating system, and distribution management, emphasizing the importance of sales team management and distribution system.
New DistributionThe "Common Sense" of Sales Masters
Years ago, I led a sales team with two distinctive members: a veteran salesperson and a newcomer. The veteran, with over a decade of experience, was known for his analytical skills, yet his performance lagged behind the newcomer's. The newcomer, a young man with less than two years in sales, often sought the veteran's advice but achieved better results. The key difference: the veteran relied on speculation, while the newcomer sought facts directly from the customer.
New DistributionWhat to Do When Products Sit on Shelves and Don't Sell?
In FMCG sales, it's common for products to quickly get distributed and shelved with promotions, but then stagnate and get delisted from key accounts. This article analyzes the real reasons behind product stagnation and offers practical solutions for manufacturers, wholesalers, and retailers to turn slow-moving products into bestsellers.
New DistributionIn the Next Three Years, a Large Number of Traditional Distributors Will Die Out. If You Don't Change Your Game, the New Game Will Kill You!
This article discusses the transformation of traditional distributors in the FMCG industry, highlighting the need to embrace internet thinking and adapt to new business models. It outlines seven key changes, including the integration of mobile internet with sales, the shift to service-oriented enterprises, and the rise of online distribution, warning that those who resist change will be left behind.
李政权Product Pricing: The Profit Chain Determines Life or Death!
Price is the most sensitive and troublesome topic for companies, and it is also the most confidential. In marketing, price is like the last face-down card in a game of SHOW HAND. Through years of sales practice, the author has discovered an intrinsic connection and pattern among price, pricing methods, channel models, product distribution breadth, and brand. This article focuses on the relationship between channels and retail terminals, summarizing three common pricing methods: retail price deduction, wholesale price deduction, and factory price markup.
New DistributionDealer Team Management Is Not That Simple
Many dealers excel in the early 'wild west' stage but struggle on a larger stage. This article argues that management upgrades should start with team management, using examples and strategies to address common issues like multi-headed leadership, rough performance assessments, and talent retention.
刘雷5 Mistakes and 5 Failures of Salespeople
This article outlines five common mistakes salespeople make unknowingly, which can cost them sales, and five counterproductive sales practices that can drive customers away. It emphasizes the importance of differentiation, setting commitment goals, asking proper questions, effective presentations, and closing techniques, as well as avoiding behaviors like being unprepared, overpromising, going around decision-makers, unannounced visits, and talking too much.
New DistributionDiscounting at the First Sign of Competition: Are You in a Hurry to Kill Your Product?
As industry competition intensifies, distributors face rising costs, management challenges, and shrinking margins. This article warns against four dangerous mindsets, including immediately discounting products when facing competition, which is described as suicidal, and emphasizes the need to shift from physical to intellectual competition to survive and thrive.
New DistributionThe Matter of Retail Terminals: Visual Merchandising to Boost Single-Store Sales
Visual merchandising, or visual impact, stimulates shoppers' desire to buy and increases sales. It involves making consumers see, repeatedly see, remember, be influenced, and spread the word, ultimately driving product sales through strong visual appeal and aesthetics. This approach reflects a meticulous and responsible market attitude and a grand market vision, and it is a strategic move in the face of intense competition and increased sales pressure.
刘雷Practical Tips: Terminal Sales Promotion Management Model and Action Breakdown
This article discusses the sales systems for modern retail channels (KA), specifically direct delivery and consignment sales, and provides a framework for selecting the appropriate sales system based on cost and service needs. It also critiques Huiyuan's current approach and suggests improvements in organizational structure and channel management.
方刚“Forced Growth” Enhances the Combat Effectiveness of Terminal Sales Staff
A case study of a distributor boss, Mr. Wang, who faced declining sales due to intense competition and high staff turnover. After consulting an industry expert, he restructured his organization, improved employee welfare, and implemented a tiered promotion system, which stabilized his team and regained his market leadership.
刘雷Embrace the Problem to Find the Answer
Many managers think and act indirectly, widening the gap between themselves and the problems they face. But the answer lies within the problem itself. By adopting 'integrated thinking'—immersing oneself in the problem—managers can find solutions naturally, as exemplified by the author's experience and Zhang Ruimin's approach at Haier.
曾伟Ten Major Obstacles to the Development of Chinese Distributors
This article outlines ten major obstacles that Chinese distributors face in their development, including issues with product mix, sales incentives, customer treatment, price wars, channel management, over-reliance on individual efforts, weak brand building, mismatched management, high costs, and outdated mindsets. Each obstacle is analyzed with practical examples and suggestions for improvement.
New DistributionHow Can Top Brands Build a Strong KA Team?
This article discusses how top brands can establish a strong Key Account (KA) team to manage powerful retail channels, including team composition, roles, and the benefits for product sales, such as improved brand image, increased sales, and better market stability.
New DistributionDoing Terminal Work: Once the Arrow Is Shot, There's No Turning Back
The importance of terminal operations is widely recognized in the industry, with phrases like 'winning at the terminal' and 'the terminal is king' being hailed as classics. However, in practice, the market response has been 'loud thunder, small raindrops,' as marketers have not treated terminal development as a strategic task. This article emphasizes that terminal operations are the only path for all enterprises and distributors, and discusses the importance, key points, and management of terminal work.
丁永征25 Common Market Questions Answered in the FMCG Industry
This article addresses 25 common market questions in the FMCG industry, covering topics such as types of channel stuffing, prevention methods, causes and harms, handling strategies, and best practices for market development, promotions, new product launches, and more.
New Distribution30 Small Habits to Improve Memory
This article introduces 30 practical habits from the book "Hippocampus Memory Training" to enhance memory, based on the latest brain science research. By incorporating these habits into daily life, readers can activate the hippocampus and improve memory efficiency.
New DistributionMarket Competition: It Doesn't Believe in 'If', Only Results; Without Results, Everything Equals Zero!
A reminder: Click the blue text above to follow 'Professional Consulting for FMCG Distributors' for more marketing and distributor internal management insights. Years ago, I read a marketing summary by a regional manager of a Shenzhen beer brand, which struck a chord: 'If we had a bigger market investment, if we had more promotional staff, if the weather were hotter, if the organization were better arranged, we could have...' Indeed, marketing always encounters difficulties. Unfortunately, the market doesn't believe in 'if'; it only cares about results. In fierce market competition, the sole criterion for measuring results is whether targets are met, promotional costs are lower, product mix is better, and market share is higher. 'Only subjective reasons, no objective excuses' is a familiar phrase to every marketer. But how to implement this concept in all aspects of marketing, turn it into actual execution, and integrate it into every detail is a question every marketer should ponder.
丁永征7 Reasons Why Good Products Don't Sell Well
As a marketer, you may notice that best-selling products are often not the ones with the best performance or highest technology, but rather average-quality goods. This article analyzes seven key reasons why good products fail to sell, including immature markets, consumer risk aversion, and brand positioning issues.
New DistributionStrong, Fast, Strict: The Deep Distribution Management Attitude That Really Moves New Products!
Deep distribution is a regional rolling sales strategy that requires full team effort and strong execution to control terminals and build market advantage. This article emphasizes that distribution is only the first step; continuous follow-up, terminal maintenance, and customer relations are crucial for product sell-through.
刘雷8 Tips to Boost Output from End-Cap Displays
This article introduces eight methods to improve the return on investment for special displays in FMCG retail, such as removing underperforming displays, switching products, adding items, adjusting placement, increasing promotions, changing display formats, enhancing visual appeal, and using purchase incentives. Before implementing these methods, it is crucial to establish a baseline cost ratio, for example, 10%, to identify problematic displays.
New DistributionUni-President's 'Gemian': Can It Succeed in Revolutionizing the Instant Noodle Industry?
In 2014, the instant noodle industry faced severe challenges, with both Uni-President and Master Kong reporting losses. Against this backdrop, Uni-President launched its innovative new product 'Gemian' in August, aiming to revolutionize the industry. Marketing expert Liu Jie analyzes its prospects from product, channel, promotion, and pricing perspectives, concluding that success is likely but not guaranteed.
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