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 182 of 193
Distributors: Why Are You the One Being Dropped by the Manufacturer?
In today's channel-driven, terminal-focused market, distributors are strategic partners for manufacturers, and quality distributors are a scarce resource. Developing or replacing a distributor comes at a high cost. No legitimate manufacturer wants to avoid win-win cooperation, and none would casually drop a distributor. However, business is like a battlefield—there are no permanent friends, only permanent interests. This article outlines six common scenarios in which manufacturers replace or downsize distributors, based on the author's experience as a sales manager.
New DistributionHow Can New Sales Representatives Win Business?
New sales representatives often wonder how to win business. Based on personal experience, the author introduces key principles: become an expert, be confident, care about customers, don't fear rejection, persist, respect customers, and be loyal and dedicated.
王洪东The Distributor's Three Simple Sorts: The Customer Sorting Tool
Last night, Teacher Ma explained the 'Customer Sorting Tool' for distributor customer management in our QQ group. Since over 10,000 followers of our public account missed it, Daonong has transcribed the training content for everyone to learn from. Our QQ group number is provided below, and we regularly hold training sessions on distributor internal management.
马兴强20 Rules of Enterprise Management That Distributors Must Know
This article outlines 20 key management principles for distributors, covering sales growth analysis, expense control, payment collection, product assortment, inventory management, and relationship building with sales representatives, among others. It emphasizes the importance of systematic management and data tracking for sustainable growth.
New DistributionDistributor Bosses: How to Avoid Becoming the Target of Salesmen's Complaints
Distributor bosses often complain that despite offering competitive wages and benefits, their salesmen still grumble about hard work and low pay, accusing bosses of caring only about profits. To grow the business, bosses must address conflicts with salesmen, listen to their complaints, and improve management practices to enhance team cohesion and operational efficiency.
New DistributionWhy Telling Your Subordinates 100 Times Doesn't Work
A boss complains that despite constant reasoning and meetings, employees still make mistakes and leave. The article argues that management should focus on changing habits rather than thoughts or feelings, as habits are shaped by deeper subconscious patterns. True change requires persistent effort and self-cultivation by managers themselves.
New DistributionThe Art of Hiring and Managing People in Enterprises
Many managers hope to hire the best employees to boost sales, but this ideal often leads to mismatches and problems. To maximize effectiveness, managers should select people who want to work, use those who can work, and teach everyone to follow standardized processes.
New DistributionHow Distributors Should Deal with Manufacturers' Sales Representatives' 'Extortion'
Distributors often encounter arrogant manufacturer sales reps who exploit their positions for personal gain. This article offers strategies for distributors to handle such 'extortion' while maintaining a cooperative relationship, based on the experience of Manager Yuan, a seasoned distributor.
New DistributionWhat to Do When Facing Pressure from Manufacturers to Stock Up?
A distributor in Shanxi recently complained about product backlog after venturing into snack foods. This article analyzes the causes of snack food inventory buildup and offers practical solutions, including market research before ordering, strict inventory control, and strategies to clear excess stock.
New DistributionEight Strategies for Distributors to Select Products at the Sugar and Wine Fair (Four to Choose, Four to Avoid)
For distributors, selecting good products at the Sugar and Wine Fair is a key task. This article provides eight strategies, including prioritizing strategic products from big brands, watching for category innovations from small brands that big brands may follow, and avoiding products with emotional appeals, pseudo-high-end positioning, incompatible international products, and excessive beneficial additives.
New DistributionAre the 'Eight Steps of Visiting' and 'Three-Step Negotiation' No Longer Effective? Mastering Channel Customer Psychology
This article discusses the challenges salespeople face when dealing with channel customers and emphasizes the importance of understanding channel psychology. It outlines ten common psychological traits of channel customers, such as seeking discounts, finding faults, desiring exclusivity, and following the crowd, and provides practical strategies for salespeople to effectively respond to these behaviors.
New DistributionDistributors: Manufacturers Only Operate Half a Brand
Many distributors, especially those of second- and third-tier brands, often blame weak brand support and insufficient advertising for poor local sales. However, brand management is not solely the manufacturer's responsibility; distributors also play a crucial role by operating the 'monetization brand' through trust, exposure, and activity, which are essential for converting brand awareness into sales.
New DistributionA Great Display Can Make You an Overnight Success: A Guide for FMCG Distributors in Supermarkets
A well-executed product display (duītóu) is a powerful merchandising tool that can significantly boost sales, sometimes by two, five, or even ten times. This article provides practical guidance for FMCG distributors on how to decide whether to use displays, how to choose the right location, and how to set them up effectively to maximize impact and avoid common pitfalls.
李政权Transforming the Mindset of Distributors
Distributors are feeling increased pressure from sales, capital, warehousing, personnel, terminals, channel costs, and the internet, leading many to wonder if the era of distributors is ending. However, experts argue that while transformation is needed, the channel model still has room to grow, and distributors must shift their mindset from resource control to value creation, branding, and service to thrive.
任立军5 Small Habits to Help You Become an Excellent Communicator!
This article offers five practical habits to improve workplace communication, such as replacing 'but' with 'maybe,' sticking to facts, avoiding defensive stances, using silence strategically, and actively engaging with others' perspectives. These tips aim to help professionals communicate more effectively and build better working relationships.
New DistributionWhat Age Group Is Suitable for Sales?
This article discusses the appropriate ages for different types of sales roles, categorizing them into efficiency-based and effectiveness-based sales, and provides insights into the optimal age ranges for each, aiming to improve recruitment accuracy.
王建Distributors: What to Do When Terminal Products Are Unsellable
When terminal products become unsellable, all marketing participants—manufacturers, marketers, and distributors—should take responsibility, investigate the market, and find solutions rather than blame each other. This article explores various causes and remedies, including issues with people, product, price, channel, regional habits, and promotion.
王洪东How Distributors Can Overcome the Challenge of 'Further Development'
Under the trend of channel flattening, distributors with already squeezed profit margins face even tougher conditions, struggling to increase sales and expand due to strict regional restrictions. This article, based on the experience of marketing expert Wang Huanzhi, analyzes common growth methods, reasons for failure, and solutions to help distributors break through bottlenecks and achieve sustainable growth.
New DistributionSecond-Tier Distributors Are the "Brand Killers"
Second-tier distributors in rural markets survive on profit margins, not brand loyalty, making them a barrier for branded products. To overcome this, manufacturers and first-tier distributors must create profit space for second-tier distributors through regional monopolies, high-entry pricing, and sub-brand launches.
刘春雄How Can Distributors Bargain with Manufacturers?
Negotiation position determines everything in the manufacturer-distributor relationship. Distributors must hold bargaining chips that vary over time, such as prime locations, second-tier wholesalers, or end-market control, and they should know the manufacturer's limits and requirements while also setting their own. If substantive chips are insufficient, distributors can use strategic planning as a key chip to persuade manufacturers.
刘春雄Three Steps to Boost Terminal Sell-Through
Terminal sell-through is the most direct and important indicator of a distributor's success in moving a product after distribution. To address slow sell-through, distributors must improve distribution quality, manage outlets effectively, and enhance in-store presentation, as illustrated by a case study of a liquor distributor.
师顺宽Four Tactics for Breaking into County and Township Markets: Product Breakthrough, Rapid Distribution, Defeating Competitors, and Stabilizing Profits
In the new era of competition, going downstream and intensive cultivation have become the main themes of marketing, making county and township markets increasingly important. Whoever can win consumers in the shortest time, with the fastest speed and best methods, will be the winner in the future market. As many companies shift their market focus downward, county-level distributors are becoming more important and irreplaceable, and their market operations can directly determine the fate and future of the enterprise.
New DistributionIf You Were to Start Your Own Business, Would You Know These Tricks?
As advertisers or marketers, we often wonder what we would do if we started our own small business. This article tells the story of a newspaper-selling old man who used clever marketing strategies to succeed, proving that there are no backward industries, only backward thinking.
New DistributionDeep Distribution Is Just a Tool
As an FMCG, the gross margin cannot support the cost of deep distribution; even well-known brands rely on distributors to reach the market. Although deep distribution gives companies control over channels and greater autonomy in marketing and pricing, it faces many insurmountable problems, and simply relying on it to develop the market is ultimately counterproductive. Therefore, deep distribution should only be used as a tool and put away after use to avoid becoming a burden.
郝星光