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
4621 articles · Page 96 of 193
Three Hurdles Distributors Must Overcome to Open New Markets
To gain a share of a new market, distributors must not only strategize their market development but also carefully plan product selection and promotion. Generally, developing a new market with a new product to forming a stable market requires three stages: single-product breakthrough, forming a product group, and establishing a product structure.
New DistributionHow to Break the Deadlock: What Else Can Traditional Distributors Do?
The new retail concept has swept across all retail-related industry chains, and some traditional FMCG brands well-known to consumers are also seeking transformation in the wave of new retail. Traditional FMCG brands often have a certain reputation among consumers and relatively complete systems in labor, materials, and channels. However, in the wave of new retail, with the changing proportion of online and offline consumption year by year, how to use the internet and information technology to unblock the traditional FMCG market's main channels, and how to use information and data to analyze and predict consumer demand, achieve intelligent allocation, reduce losses, and save costs through integrated inventory management, and meet picky consumers with flexible and fast services, has become a key issue for traditional FMCG brands transforming to new retail.
New DistributionThree Dimensions for Agents to Uncover Value Points
Currently, the consumer market is undergoing profound changes. Besides industries that are indeed declining due to consumption upgrades, there are many fast-growing niche markets. However, in recent years, more and more traditional distributors and agents have felt the chill of the market, with their value space being compressed and business becoming increasingly difficult. This situation stems from common causes: consumption upgrades, changes in the basis of channel value, and information technology that has enabled not only F2B2C but also C2B or C2F models. Agents must proactively adapt by deepening their role in the industry, expanding product categories, and enhancing customer stickiness to thrive.
田波Exclusive | Riding the Wave, Leading the Charge: An Interpretation of Qingfeng Paper's 2018 B2B Strategy
With the explosive growth of FMCG B2B platforms over the past three years, the internetization of the FMCG industry has become a focus for brands and society at large. On December 15, a New Distribution reporter interviewed Dustin, General Manager of Sales Operations Planning, Hu Tao, General Manager of Eli, and other channel marketing staff at APP's tissue marketing headquarters for nearly two hours. Dustin fully elaborated on the practical strategies of APP's tissue sales COO Pan Jiahong and the sales operations department for Qingfeng and FMCG B2B platforms.
袁来Qianmi Network's Shi Zhengchuan: Empowering Distribution, Creating Products That Truly 'Speak' for Distributors
In the current internet environment, almost all distributors of a certain scale have begun to realize that they must embrace the internet to upgrade their businesses. Traditional distributors face challenges in internet transformation, including reluctance to abandon existing models and pressure from technology and capital. On December 19, 2017, Zhao Bo, chief editor of New Distribution, conducted a special interview with Shi Zhengchuan, founder of Qianmi Network, to analyze industry pain points and how distributors can leverage the internet to empower their businesses.
New DistributionJD New Distribution Positions 2018 as a 'Key Development Year', Targeting Coverage of 1 Million Small Stores!
As 2017 draws to a close and 2018 approaches, JD New Distribution, a leading FMCG B2B platform, marks its second anniversary. After two years of exploration, the company has laid a solid foundation and refined its model. For 2018, it aims to cover 1 million small and medium-sized stores, including 50,000 JD convenience stores, by focusing on brand partnerships, value-added services, and B2B logistics upgrades.
袁来Troubled by 'No Promotion, No Sales' During the Double Festival? Try These Three Strategies!
In the current market, there are too many competing products, and mainstream products require frequent promotions, while non-mainstream ones need even more. The prolonged price war has spoiled consumers. "Frequent promotions yield no profit, but once promotions stop, brand sales drop directly by 30%." This is a dilemma every distributor faces. To seize the peak sales opportunities during festivals, distributors have to intensify promotional efforts, hiring promoters and setting up displays, spending a lot but without significant sales improvement. Yet, not promoting is not an option, leaving distributors in a bind. How to solve the 'no promotion, no sales' problem? The experiences of three mainstream distributors from different regions, handling different products and channels, may offer some insights.
New DistributionData Distributors Must Know: Get It Right and Profit!
Distributors must know certain data to profit. Through refined management and comprehensive data analysis, distributors can gradually improve operations by starting with basic data. Understanding customer details, product information, warehouse status, receivables, and team performance enables informed decisions and reduces guesswork.
New DistributionHard to Collect Debts: A Moral Decline or an Industry Regression?
As the year-end approaches, many distributors are stocking up for the Spring Festival or pushing sales to meet annual targets, only to find their working capital tight. Upon checking their books, they discover numerous outstanding credit sales, ranging from tens of thousands to millions. Thus, a new task emerges: debt collection. Phone calls like "Let's settle this year's account" are met with excuses like "Business is tough this year; I'm short on cash. Can we delay?"
冷冻君1 Year, 5,000+ Outlets, Tripled Performance, Annual Revenue Over 100 Million: How Did He Do It?
A year ago, a few salespeople served 300 outlets with annual revenue of just over 30 million; a year later, 20+ salespeople serve 5,000+ outlets with annual revenue exceeding 100 million. In just over a year, how did he achieve this? In 2017, New Distribution conducted a survey of 22 major cities across China, systematically investigating the coverage, penetration, supply chain organization, platform operations, delivery capabilities, and service visits of various FMCG B2B platforms in different regions.
刘少德What Are Distributors Most Worried About in 2017, and What Are Their Plans for 2018?
Facing volatile markets and shifting demand, distributors who once resisted change are now entering a period of transformation. What worries them most, and what help do they seek? Hear from FMCG distributors as they speak candidly, regardless of right or wrong.
沈坤Dealers' 'Three Fears': Forced Inventory Loading
In the fiercely competitive market, companies often force inventory loading on dealers through various methods, all aimed at increasing sales. This article categorizes these practices into types such as year-end target loading, seasonal loading, and tiered reward loading, and discusses both the benefits and drawbacks, offering strategies for dealers to mitigate risks.
郑亚军Image Displays Without Sell-Through Are Actually 'Embarrassing'
Image displays without sell-through are actually 'embarrassing.' Some distributors habitually set up image displays in supermarkets for new products, but these displays often fail to generate sell-through and incur high costs, potentially harming the brand image. The article argues that the traditional push-based sell-through model is failing, and a new pull-based model driven by consumer engagement, KOLs, and fan communication is emerging.
刘春雄Distributors: Without Organizational Life, You're OUT
Organizational life refers to the regular, institutionalized activities that all members of an organization participate in. For distributors, even small ones, having a regular meeting system, especially weekly meetings, is crucial for overcoming employee inertia, enhancing communication, and building team cohesion and competitiveness. Distributors without such organizational life are truly outdated.
韩锋With Only 2 Months to Spring Festival and Raw Material Prices Soaring, Distributors Should Stock Up Now—But Calculate Exactly How Much Before Acting!
As the 2018 Spring Festival approaches, distributors face not applause but a chorus of price increases: raw materials, logistics, and product prices are all rising, causing panic. Yet the 8000-billion-yuan festival market and tempting ordering policies are hard to resist. Distributors must stay calm, resist temptation, see trends clearly, choose reliable companies, understand policies, and ensure after-sales support—avoid falling for traps and think carefully before ordering.
New DistributionWhat Should a Sales Manager Do at Year-End? — A Market Self-Audit at Close Range!
As the year draws to a close, it's time for review and reflection. Beyond routine annual reports, next year's plans, and budget forecasts, regional managers should engage in deeper self-examination of their market management. This article provides a systematic self-audit framework covering four stages—from avoiding basic errors to mastering strategic thinking—to help regional managers identify gaps, correct course, and prepare for the coming year.
魏庆Fearless of hardship and fatigue, top sales representatives visit retail outlets like this!
From the day I entered the industry, my boss told me that 'distribution, display, sales, and collection' are the sacred mission of a salesperson, the 'eight-character guideline' that a salesperson must memorize even in dreams. I have seen many people who loudly proclaim slogans like 'Iron Army' or 'Assault Team,' but behind their slogans, I see no evidence of their 'iron' quality or 'assault' capability. Sales indeed requires some slogan motivation, but more importantly, it requires persistence and focus in every link. Only in this way can we thoroughly defeat competitors and build a top-tier sales team.
俞雷Looking at Manufacturers from a Distributor's Perspective
A distributor friend recently visited and shared his views on manufacturers, which I found insightful. He categorized manufacturers into several types, including those with strong brands but heavy inventory pressure, those with capped sales, and those with balanced growth. He also discussed how distributors should reassess their manufacturer portfolios in light of changing market conditions.
刘春雄Can High Commissions Motivate Salespeople to Sell New Products?
In the boss's view, there is certainly room for employee improvement, but it requires external drivers such as assessment pressure and incentives. During the new product launch phase, the simplest way to encourage employees to sell more new products is to offer higher commission rates for new products, such as one point for old products and two points for new ones. However, the actual effect is not as good as expected; employees do not show much interest in selling new products and continue to sell old ones.
潘文富How Well Distributor Employees Perform: It All Comes Down to Salary and Performance Assessment!
Regardless of the period, region, market conditions, or products being handled, salespeople are the foundation of sales work. Therefore, motivating sales staff while ensuring the implementation of senior leadership's strategic intentions has become a critical issue for manufacturers and distributors to solve. Among various solutions, adjusting the salary structure of sales personnel is the most direct and effective method. This article provides a detailed explanation of how to build a salary system for sales staff, hoping to assist corporate managers and distributor partners.
New DistributionExposing FMCG Salespeople's Tricks to Profit from Company Loopholes—You'll Relate
Recently, many FMCG salespeople complain about poor market conditions, low sales, and low income; others blame strict management, tight commission and travel expense policies, and lack of perks. Some also say marketing management is too rigid, with satellite tracking, daily reports to headquarters, and work logs. The central theme is low income and strict management, making sales jobs seem unprofitable. According to industry reports, salesperson incomes are declining, careers are shortening, and only a few truly profit, while most barely make ends meet. As the saying goes, 'No matter how careful, there's always a loophole.' Despite companies' marketing rules, there are still marketing black holes. Many salespeople exploit these management flaws to get rich, some even amassing millions. Here are ten common tricks used by FMCG salespeople to profit from company loopholes.
New DistributionThree Strategies to Solve the Problem of 'Easy Distribution, Difficult Sales'
For many distributors, product distribution can be completed quickly, but market activation after distribution is slow. Once products fail to sell, it leaves a poor impression on retail stores, affecting long-term customer relationships and making it difficult to distribute new products in the future. Terminal sales after distribution is the most direct and important indicator of a distributor's performance, as it is the final step in consumer purchase decisions and the ultimate realization of distributor profits.
师顺宽December Brings a New Wave of Price Hikes, Dealers Cry Out: How to Survive This Winter?
Paper prices have risen again! Since December, paper prices have once again surged, and since September last year, paper manufacturers and their upstream and downstream suppliers have been plunged into renewed worry and anxiety. With prices soaring, plummeting, and soaring again, the paper market has been like a rollercoaster.
澄韵How Distributors Can Manage: Drivers, Assessments, Territory Division, Salaries, and Vehicle Sales Issues?
Distributors often work on the front lines, resembling "warrior" leaders. Many small and medium distributors are versatile, handling delivery, payment collection, negotiation, and unloading, but they may be trapped in a "money-focused" mindset, reluctant to hire or retain staff. To improve their business level, they must focus on team management, including vehicle sales visits, business processes, salary structures, territory division, assessment results, commission orientation, bottle return commissions, and driver-salesperson salary composition.
New Distribution