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 183 of 193
Distributors: If You Can't Manage People, Who Will Make Money for You?
This article discusses the importance of talent and management for FMCG distributors, emphasizing that effective management is key to business success. It provides practical advice on institutional, humanistic, and differentiated management strategies to build a stable and efficient sales team.
张武子Obstacles for Distributors Creating Their Own Brands
Brand distributors are a type of distributor but differ from traditional ones, as they seize brand management rights from manufacturers. While this path offers higher profits, most FMCG distributors fail in their attempts to build their own brands due to outdated mindsets rather than capital or product issues.
郝星光Large Distributor Scale Does Not Necessarily Mean Profitability: Beware the 'Low-Cost' Misconception
In market operations, distributors often use low cost as a primary expansion niche, achieving low prices and rapid volume growth to accumulate total profits. However, understanding scale profitability solely as low-cost, low-price scale profit is completely wrong. True scale profitability involves expanding market space or business scope as a fundamental strategy to resist competition and secure profits, especially in the best and worst development scenarios.
New DistributionA Major Shift in Distributors' Approach to Talent!
Manufacturers often believe distributors don't know how to use talent, citing nepotism and lack of management systems. However, when distributors attempt to reform, they may face severe consequences, as illustrated by several cautionary tales.
New DistributionQuenching Thirst by Thinking of Plums: Bringing Customers into Familiar Scenarios
This article explains the scenario-based introduction method in sales, using the classic story of 'quenching thirst by thinking of plums' to illustrate how to engage customers by relating product features to their familiar work or life situations. It provides a step-by-step guide and key points for effectively applying this technique, using the example of selling a car's ESP feature.
New DistributionCustomers Don't Want Features, They Want Benefits
This article explains the FAB (Features, Advantages, Benefits) method for selling products, emphasizing that customers buy benefits, not features. It provides examples of how to apply FAB effectively by first understanding customer needs and then linking features to specific benefits.
New DistributionHow Much Channel Dividend Is Left in China?
China's economic miracle benefits from the demographic dividend, while the miracle of Chinese enterprises benefits from the channel dividend. The channel dividend, which is exclusive to Chinese companies, has been largely overlooked, but it explains how weak local firms could grow rapidly against multinational giants.
刘春雄The Three Steps for Distributors to Develop the Market
Distributors need stable, sustained market growth more than anything else. The process from new product development to a stable market involves three stages: single product breakthrough, forming a product group, and forming a product structure.
New DistributionFour Key Elements for Distributors to Increase Profits
This article outlines four key control points for distributor profitability: average transaction value, number of transactions, average gross margin, and operating expenses. It provides strategies for improving each, such as increasing basket size, attracting more customers, optimizing product mix, and managing costs.
New DistributionThe Way for Distributors and Professional Managers to Get Along
A distributor asked why a professional manager he trusted left after less than three months. This article analyzes the management issues in distributor enterprises, the reasons for the difficult relationship between distributors and professional managers, and offers advice on how both parties can work together harmoniously.
New DistributionDeep Distribution: Step Back Half a Step
The biggest cause of death for deep distribution is the lack of an exit strategy. Deep distribution is not a 'human wave tactic' but a complex technical task, more difficult than recruiting distributors or running promotions. It is built on the premise that when manufacturers and distributors sink their market focus to the county level, the channel remains deep, and distributors' capabilities are insufficient, leading to a dilemma for manufacturers. The key to deep distribution is not the scale of investment but the ability to exit smoothly without disrupting the market.
刘春雄The Secret Weapon That Established Master Kong's Market Position
Master Kong, having invested in mainland China since September 1988, has achieved remarkable success through over 20 years of effort, including the top market share in instant noodles and tea beverages, and the top share in mineral water in 2009. The key to this success is a comprehensive marketing method, with 'channel intensive cultivation' being the most important strategy.
王冠群How Should Distributor Bosses Give Bonuses to Employees?
This article outlines four principles and three combinations for distributor bosses to effectively distribute bonuses to employees, emphasizing timely, public, cash-based, and well-publicized rewards, as well as balancing open and private incentives, fixed and flexible amounts, and short-term and long-term rewards.
New DistributionTerminal Distribution: Concise Answers to Common Terminal Objections
During terminal distribution, especially for new products, salespeople often face customer objections they cannot answer, leading to failed visits. This article provides concise, practical responses to common terminal customer objections, distinguishing between real and false objections, and emphasizes the importance of learning and diligence in sales.
New DistributionThe Development Path of Distributors Content to Be Second
Being content to be second means that in a regional market, weaker distributors develop together with stronger local distributors, willingly seeking growth under the leadership of more powerful distributors. This is not about lacking ambition, but about a cooperative model that integrates resources for mutual development. For distributors, allying with strong local distributors can provide support in capital, resources, brand, management, service, and operations, and more importantly, it can place them on a fast and efficient development platform.
朱志明Solid Practical Advice: Attack and Defense Strategies Against Top-Tier Brands
Almost all second- and third-tier companies are seeking the same answer: when facing attacks from national big brands, any novel promotion seems to fail, and defense is full of holes. What should they do? Compared with strong brands, weak companies lack brand power, but brand is only 'momentum'; to convert momentum into 'energy', it must rely on channels and marketing systems as a conversion platform, which is the company's refined management 'internal strength'.
方刚Your Value Never Needs to Be Proven by Complaints
A reminder to click the link above for more marketing and distributor management insights. Even the smallest things have value, and everyone has untapped potential. Don't envy others' fortunes or complain about your unrecognized worth. If you are a pearl, you'll be discovered even in a hard shell; if you're a grain of sand, you'll be trampled on the beach. John, a Stanford graduate, felt undervalued at a small accounting firm and complained to God, who showed him that he was like a stone, not a gold ring, and that he should first conquer himself before expecting recognition.
New DistributionEffective Channel Flattening Measures
This article discusses three typical measures for distributors to flatten their distribution channels, including binding second-tier distributors to reach terminals, terminal alliances, and self-built chain terminals, along with the conditions and timing for successful flattening.
New DistributionHow Can Distributors Enhance Their Core Competitiveness?
Many distributors have been in the business for over a decade, yet still operate with a small team and a tiny store, while newcomers have already achieved great success. The key to success lies in market insight, network control, internal management, and ambition. This article discusses how distributors can improve their core competitiveness.
New DistributionIn the Market, How Can High Prices Beat Low Prices?
In terminal training classes, many students ask: 'Teacher, many merchants now sell products at low prices through promotions. If we don't adjust our prices, we end up being passive. What should we do?' This article explains through cases that high prices often beat low prices in the market, and discusses the marketing principles behind pricing strategies.
柳叶雄Uncovering the 'Promotion Traps' at Industry Retail Terminals
This article examines the pitfalls of terminal promotion strategies in the FMCG industry, where manufacturers bypass distributors to lock in influential retail outlets, leading to high costs, management chaos, and legal risks. It offers principles and tactics for companies, especially weaker liquor brands, to navigate these traps by focusing on management, channel building, and market fundamentals.
方刚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 positional defense, using silence strategically, and actively engaging with others' perspectives. These tips aim to help professionals communicate more effectively and build better working relationships.
New DistributionProfessionalizing Distributor Team Management: A Key Weapon for Channel Success
In the battle for terminal channels, beyond brand pull, the quality and professionalism of frontline sales staff determine success. Extensive, laissez-faire management leads to lukewarm markets and stagnation. Only professional people doing professional work can drive market development and healthy, orderly growth, especially for FMCG companies with short shelf lives, numerous brands, intense competition, and frequent promotions.
New DistributionEight Key Checks for Small and Medium Distributors' Internal Management
Most distributors work on the front lines year-round, like mountain-bandit 'warriors.' Many small and medium distributors are versatile, handling delivery, payment collection, negotiation, and unloading, often doing the work of several people. However, to elevate their business level, they must focus on team management, not just opportunities and environment.
方刚