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.
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4621 articles · Page 92 of 193
Practical Tips for Peak Season Distribution | 95% of Products 'Die' During Distribution! A Profound Lesson!
Everything has multiple facets. It is often said that 'slow sales in the off-season are a chronic disease,' so distributors and their channels focus on 'how to stimulate sales' through various promotions. This leads to the dilemma where products sell only during promotions and not otherwise. However, when we look back at the root of the problem, we find that a major cause of poor sales across the entire chain is failed distribution. There are eight common manifestations of failed distribution: 1. Consignment leads to slow sales, and products quietly die. When new products enter the market, because retail outlets are uncertain about future sales and fear overstocking and tying up capital, they lack the desire to stock up, making distribution extremely difficult. Many salespeople, to meet company targets or expedite distribution, may agree to consignment, but this often leads to products being ignored and eventually dying at the outlet.
New DistributionB2B: The Toughest Battlefield on the Internet!
The future is bright, but the road is winding. This saying fits B2B perfectly. However, the winding road can be torturous. B2B entrepreneurs initially targeted the pain points of retail stores, the weaknesses of channels, and the imagined power of the internet, but almost all of these assumptions failed in B2B practice. The role B2B will play in the future channel landscape may be something B2B startups never imagined. In the early days of B2B, distributors were panicked, but now they are calm. In contrast, B2B platforms still cannot determine which model will become mainstream in the future.
刘春雄Distributors Face 'Internal and External Troubles' – Who Can Succeed Against the Odds?
Distributors today face a dramatically changed business environment, with most caught in 'internal and external troubles' that make survival difficult. This article outlines the pressures from manufacturers, competitors, terminals, internal operations, and their own limitations, and then identifies the strategies and capabilities needed for distributors to achieve a successful turnaround.
戈军珍Distributors: Without Strong Customer Relationships in Sales, Nothing Gets Done!
Good customer relationships can generate greater sales. Terminal customer relationships are more important than competing for terminals. Without good terminal relationships, various terminal tasks are difficult to carry out, some terminal investments may not yield returns, and good relationships can maximize investment benefits. Moreover, good relationships themselves have direct promotional power at the terminal, making it easier to achieve twice the results with half the effort.
New DistributionDistributors Say 'No' to Big Brands: Manufacturers Are Losing Control
Since 2016, some big brands have had to find new distributors as their original ones quit without notice, a trend that was unimaginable two years ago. This shift signals that manufacturers, especially big brands, are losing their dominance over distributors as sales decline and profits shrink.
刘春雄Compared to 10 Years Ago, Salesmen Are Regressing, 99% of Distributors Agree!
As a distributor, dealing with manufacturers' salesmen is inevitable. Since 1992, the author has encountered over a thousand salesmen from various manufacturers, ranging from large to small, state-owned to township, and foreign-invested enterprises. Overall, the competence and quality of these salesmen have been on a declining trend over the past two decades, a sentiment shared by many distributor peers. The current salesmen cannot be compared to those from ten years ago.
潘文富Classifying Retail Outlets into 183 Types, but Don't Pursue 100% Coverage!
In business, from the perspective of enterprises and distributors, the ultimate goal of any new retail solution is to create organic growth. Over the past two years, the FMCG industry has seen more new concepts and terms than in the previous two decades. Two universal principles apply: no single marketing method can solve all problems, and any solution must deliver effective results today.
孔浩波10 Tips for 100% Successful Distribution: Open 50 More Outlets Every Day!
When launching a new product, no matter how scientific and comprehensive the marketing plan or how intense the advertising, without distribution coverage, everything is empty talk. To increase sales, you must first increase distribution coverage, which requires a reasonable promotion policy and a first-class sales team to execute it. Many marketers confuse distribution with shelf management, measuring a good salesperson by the 'three diligences': diligent eyes, diligent legs, and diligent mouth. They believe that as long as grassroots salespeople are hardworking and practical, skills are secondary, and diligence can compensate for lack of skill. But is that really the case?
李庆华New Marketing Organization Transformation: Evolving from B-end to C-end Organizations
At the 2017 Chongqing Autumn Sugar Fair, Liu Chunxiong proposed the term 'New Marketing' and the framework of '4P as Communication'. This article contrasts traditional B-end organizations with new C-end organizations, tracing the evolution from sit-selling to mobile-selling to connected-selling, and argues that organizations must shift focus from channels to consumers.
方刚Case Study: A County-Level Beverage Distributor with Annual Sales of 3 Million Yuan Suddenly Increased Sales 10-Fold—What Did He Do?
In Dancheng County, Henan, a distributor controlling 382 outlets achieved annual sales of about 3 million yuan for a beverage brand. After a consultant suggested he could easily double sales, the distributor was skeptical. By calculating the total number of outlets in the county (using population divided by 400) and conducting field research, they discovered only 23% of outlets were covered. The distributor then focused on increasing outlet coverage, eventually achieving 100% coverage, which led to a single product generating 11 million yuan in annual sales and total sales exceeding 30 million yuan.
王冠群9 Strategies and 29 Tips for Distributors to Adjust as Peak Season Turns to Off-Season
The off-season is the best time for distributors to adjust product portfolios, expand distribution, develop new channels, maintain brand presence, and strengthen market relationships. Internally, it's crucial to manage staff retention, set clear compensation and assessment criteria, and provide training to prepare for the next peak season.
New DistributionDistributors Face So Many Problems in B2B Transformation, Should They Still Do It?
As New Distribution has engaged more with distributors undergoing transformation, it has found that the difficulties and pressures they face in B2B are far more complex than imagined. The complexity and difficulty of B2B often exceed the capabilities of many distributors. This article systematically outlines the problems encountered during transformation and offers advice on whether and how to proceed.
赵波Practical Tips | A Complete Visit Checklist for Frontline Sales Staff!
A new salesperson's first job is often as a frontline salesperson, visiting small shops in the streets. This seemingly ordinary position actually requires deep skills. At a morning meeting, Manager Chen announced that new products must achieve 70% distribution coverage on the day's route. While others were worried, Xiao Wang was confident. By 4 PM, he had completed his task on time.
林峰The Gap in Traditional Sales Staff's Store Visits Is the Peak Time for B2B Ordering Platforms!
New retail is an efficiency revolution centered on users. If the internet is a revolution about efficiency, new retail is a reconstruction of distance. The core of the retail industry has evolved from department stores to chain stores to super shopping malls, and now, whether we admit it or not, we have entered the era of new retail under the internet background. New retail should be the fourth revolution for traditional industries, first proposed at the 2016 Yunji Conference. With the launch of Yonghui Super Species in 2017, Taobao Shopping Festival's Tao Coffee, and JD.com's announcement to open one million convenience stores in five years, a series of major events have signaled the full arrival of the new retail era.
蓝建In the Internet Era, Can Distributors Still Operate?
Question: In the Internet era, can distributors still operate? Li Zhengquan answers: Of course they can, but it's inevitable that old-model distributors will find it increasingly difficult and unprofitable; they must transform! First, why are old-model distributors becoming harder to operate? 1. A common reason—channel flattening: first, terminals force change, as retail systems of any scale demand direct supply from manufacturers, pushing distributors to operate small chains and independent terminal customers; second, manufacturers compress, cutting out the once prevalent second-tier and third-tier distributors layer by layer...
李政权I heard that salespeople earning 20,000 a month all use this 'dumb' method...
A friend of mine in the food industry was tasked by his boss to handle tough secondary distributor issues, working from 6 AM to 9 PM daily. He had no special tricks, just diligence, and rose from basic sales to manager. His persistence in visiting clients, even when ignored, eventually won them over.
魏庆Distributors Who Don't Understand Brand Portfolio Will Waste Ten Years!
Why do distributors with the same sales volume have such different staffing and profit levels? Why do some distributors work frantically in the first half of the year and make big money, but in the second half their vehicles and staff sit idle and they lose money daily? Why do second-tier wholesalers and retailers make good money selling your products, yet your channel control remains weak? The answer lies in your product brand portfolio. A distributor's brand portfolio refers to the strategy of rationally combining brands from different companies to minimize resource waste, reduce operating costs, increase channel control, and boost profits. There are generally seven combinations: first-tier brands with non-brand products, volume products with high-profit products, off-season and peak-season brand combinations, mature brands with new brands, core products plus auxiliary products, channel compatibility and brand compatibility, and high-mid-low gross profit combinations.
王冠群Brand Owners and Distributors: When Will the Feud End?
Sometimes, don't overcomplicate things; put yourself in the other's shoes, and both sides can yield, and those unpleasantries will dissipate. Sometimes, don't be too mercenary; pause and step back, and many disputes will vanish.
戈军珍Master These 26 Response Scripts to Make Terminal Distribution Easier!
During terminal distribution or ordering, salespeople often find that store owners only want best-selling items and reject new or profitable products with various excuses. This article provides 26 practical response scripts to help salespeople overcome these objections and successfully promote new products.
邹文武Field Sales Reps Must Master These 8 Key Actions When Riding Along with Deliveries
Riding along with delivery vehicles is a fundamental task for frontline sales staff, serving as an excellent channel for customer service and relationship building. It not only helps better understand the market and find solutions but also strengthens bonds with clients, boosting their enthusiasm and cooperation. This article breaks down eight essential actions for effective ride-along work, from communication and inspection to product placement and order closing.
姚占伟2017 Liquor Merchant Profit Survey: Behind the Industry's Boom, Are Distributors Really Making Money?
Despite the apparent recovery in the liquor industry, with 12 of 16 listed liquor companies reporting positive earnings forecasts, a survey of over 60 distributors across 13 provinces reveals that more than half are dissatisfied with their profits during the 2018 Spring Festival. The gap between high-profile brand performance and distributor earnings highlights the challenges faced by traditional small and medium-sized distributors.
New DistributionModerate Distribution Is an Opportunity; Deep Distribution Is a Crisis!
If the purpose is unclear, the manufacturer ultimately pays the bill. Strategic management scholar Weisman said: The solution to a problem always depends on a higher level adjacent to the problem. That is, the problem can never be solved at the level where it appears.
土拨鼠跟我走Delivering Without Merchandising: Markets Will Die One by One!
A story is told about a salesperson who, when delivering goods, found the store shelves full and simply placed the products in the warehouse. On subsequent visits, he never checked the store or the product placement, only asking the owner if the products were sold out. The owner, embarrassed to say the products were still in the warehouse, claimed they weren't selling. This illustrates that merely delivering without proper merchandising, regardless of product quality, will not generate sales.
师顺宽Distributors | How to Improve Product Distribution Rate? 7 Methods and 15 Tips
To achieve good sales, products need to improve distribution, but we often encounter situations where terminals are not active in distribution. Here are methods to get terminals moving. 1. Alleviate concerns: Small terminals have limited funds, order small quantities per time, and order frequently; they have poor risk resistance and are cautious in operation, often skeptical of new products. Manufacturers can take appropriate measures to alleviate the concerns of small retail terminals and mobilize their enthusiasm for ordering.
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