NEW DISTRIBUTION RESEARCH TOPIC
What structural changes are reshaping China’s FMCG channels?
Analysis of distribution restructuring, channel economics, and the changing roles of brands, distributors, and retail outlets in China.
Related research and analysis
2301 articles · Page 93 of 96
Unpacking the 'Extraordinary' Aspects of Wahaha's Marketing Channels
Wahaha's channel management and innovation capabilities have long been admired in the industry. This article explores the structure of Wahaha's marketing channels and the key innovations in its channel management, including its credit management system and the 'joint sales body' model.
New DistributionThe Shelf: The Final Battle to Defeat Competitors and Win at the Point of Sale
Winning at the point of sale is a consensus. From R&D to production to distribution, manufacturers exert great effort, ultimately succeeding or failing at the retail shelf. The display, promotion, and sales performance of products on the shelf determine brand survival. This article discusses how to improve shelf efficiency and avoid resource waste.
New DistributionThe Deep Causes of Manufacturer-Dealer Conflicts and Solutions
Conflicts between manufacturers and dealers are an inevitable result of industrial development and channel transformation. To avoid conflicts and achieve healthy development, it is essential to integrate and adjust the value of both parties. This article analyzes the types, deep causes, and solutions for manufacturer-dealer conflicts.
New Distribution"Vivid Merchandising" Determines Terminal Viability
Marketing battles always involve visual competition. JDB's terminal vivid merchandising played an unexpected role during its brand transition, helping it stand out on shelves and engage consumers.
董金鹏Five Observations, Eight Questions, Four Checks, and Ten Key Points for Retail Visits: Essential for Terminal Store Inspections!
This article provides a comprehensive guide for FMCG distributor sales representatives conducting retail store visits, outlining five key observations (display, sales staff, promotions, product range, and opportunities), eight questions to ask (sales, products, promotions, store policies, consumer feedback, barcodes, relationships, and training), four checks to perform (sales data, inventory, promotional materials, and sales reports), and ten essential elements for point-of-sale success (product, price, location, POP, key tools, main push, inventory, store staff, periodic promotions, and competitor information).
New DistributionThe Four Core Tactics of Terminal Interception Marketing
This article discusses the four core tactics of terminal interception marketing in the FMCG industry, using the classic case of Rejoice and Slek shampoo to illustrate the concept. It emphasizes the importance of word-of-mouth, image, benefits, and impulse stimulation in intercepting consumers at the point of sale, particularly for white liquor brands.
宋玉锋Dealer Terminal Customer Sorting: Resources Behind Customers
This article discusses the importance of sorting out the resources behind dealer terminal customers to improve sales performance, using the white liquor industry as an example. It emphasizes that identifying and addressing real problems, rather than pseudo-problems, is key to effective customer management and market depth.
马兴强Efficient Product Distribution Strategies at the Point of Sale
When 'channel wins, terminal reigns' becomes a classic in marketing, terminal competition has become the focus of enterprise competition. Improving terminal control is an important way to enhance market competitiveness and maintain a lasting competitive advantage. Enterprises and distributors increasingly value terminal market development and construction, aiming to quickly launch products, increase coverage and share, strengthen terminal market control, and enhance competitive advantage through rapid terminal market activation.
丁永征How to Drive Sell-Through at Foodservice Outlets?
Without sell-through, everything else is meaningless; distributing products to outlets merely shifts inventory. Only sustained sell-through is the right path. This article outlines the sequence of sell-through, factors affecting it, methods, and common tactics for driving sell-through at foodservice outlets.
朱志明Market Downturn and Tough Business: How to Manage Staff, Promotions, and Outlets?
In recent years, many major brands in the food and beverage industry have hit bottlenecks, and many distributors feel that business is tough. This article analyzes the underlying economic downturn and provides strategies for distributors to manage their markets, staff, promotions, and outlets effectively.
李临春What to Say When Visiting the Factory Management
When distributors visit manufacturers, they need to employ certain techniques, such as how to schedule appointments, whom to bring, what to bring, and what topics to discuss. This article provides practical advice based on the author's years of experience in the distribution industry.
New DistributionThe Terminal That No One Can Take Away
A distributor's terminal customer files are often fabricated out of fear that manufacturers will bypass them and serve end customers directly. To secure these assets, distributors must build service dependency and excellence, while manufacturers must uphold commercial ethics and form strategic alliances.
New DistributionWhen Negotiating, Concede to the Right
Negotiation is ubiquitous in management, sales, and marketing. This article discusses the paradox of concession in negotiation, arguing that one should never make unilateral concessions on key interests but instead trade concessions on secondary points to achieve mutual benefit, illustrated with both failed and successful examples.
程烈The "Three-Four-Five-Six" Rules of Terminal Sell-Through
Sales volume equals terminal count multiplied by turnover rate multiplied by product variety. The more terminals covered, the faster individual product turnover, and the richer the product mix, the easier terminal sell-through becomes. However, it's easier said than done. Currently, difficult sell-through is a headache for companies and distributors. Without sales, there's no profit. Achieving sell-through requires meticulous market cultivation—making people active and terminals vibrant; otherwise, you're just running a warehouse.
方刚Why Do Distributors Turn a Deaf Ear to Manufacturers' Salespeople?
Manufacturers' salespeople often find it difficult to guide distributors in market operations and resource usage, as distributors resist advice due to their desire for market control and perceived status inequality. To overcome this, salespeople can focus on sharing negative case studies and helping train distributors' staff, which are more likely to gain distributors' attention and acceptance.
New DistributionFour Strategies to Counter Terminal Interception
To effectively counter terminal interception, it is essential to identify key terminals and concentrate limited marketing resources on them. This involves analyzing competitors' interception tactics, using differentiated countermeasures, and setting up barriers to weaken competitors' effectiveness while increasing their costs.
李政权Excellent Salespeople Must Overcome These Obstacles!
The biggest obstacle in a sales career is not price, competition, or customer resistance, but the salesperson's own shortcomings. When facing products with low brand awareness, especially high-priced ones, customers are often wary and seek to verify value before purchasing. Salespeople must win customer trust to facilitate purchases, which requires overcoming six major barriers.
New DistributionFour Key Principles for New Product Distribution
This article outlines four key principles for successful new product distribution, emphasizing thorough preparation, time efficiency, speed, and strategic planning. It also details three standards for distribution management and seven strategies to ensure effective market coverage.
朱志明The Art of Motivating and Communicating with Terminal Sales Staff
Terminal sales staff are the mainstay of terminal sales, and their management is crucial. This article discusses how to motivate and communicate with terminal sales personnel through techniques such as praise, criticism, and specific motivational methods, as well as strategies for handling problematic salespeople and top performers.
杨旭Why Is Your Product Not Selling? How Can You Make It Sell?
This article analyzes the reasons why products fail to move at the terminal and provides practical solutions to improve terminal sell-through, including refining product purchase reasons, focusing on key outlets, using merchandising materials, and building strong trade relationships.
New DistributionWei Qing: The Eight Steps of Terminal Visits Are Not Just for Show
The 'Standard Eight Steps of Terminal Visits' is a widely known sales technique that originated from major companies like Coca-Cola and Master Kong, and has been adapted by many private enterprises. Despite being dismissed by many terminal sales representatives as superficial, each step is actually designed to directly boost sales.
魏庆Traditional Outlets: Even Ants Are Meat When There Are Enough of Them
This article argues that small and medium distributors should focus on traditional small outlets rather than rushing into modern retail chains like supermarkets, which often lead to high costs and losses. It emphasizes that traditional outlets remain a vital market force and that distributors can succeed by concentrating resources on serving these outlets well, as illustrated by successful cases in Xi'an and Shaanxi.
New Distribution4 Strategies for Terminal Interception: Better to Exhaust Yourself Than to Starve Your Competitor!
Terminal interception is a fierce battle for channel and consumer resources, involving information overload, salesperson competition, and profit erosion. The most effective form is deploying promoters in KA stores, but this raises questions about cost and effectiveness, leading to the need for strategic counter-interception.
李政权Key Principles for Successful Distribution: Winning Quickly in the 'Beachhead Landing'
For FMCG products, terminal distribution is the first step in terminal management, and the distribution rate directly determines sales volume. This article outlines key principles for effective distribution, including understanding the concept, setting goals, choosing the right distribution form, following basic principles, and establishing a dynamic management system, to help companies win quickly in the market.
刘杰