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Dealers Who Do Not Study Deserve No Sympathy.

2008/3/26 14:27:00 25

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Some time ago, I interviewed a reporter from a northeast TV station, saying that a famous foreign chain store was located in a store in Northeast China. Because of the problem of arrears of accounts between suppliers and suppliers, the contradiction between the two sides intensified, which led to several ten vendors sitting around the entrance of the store, pulling out banners such as "unscrupulous stores, arrears of payment", "returning my hard-earned money", and some conflicts with security personnel in the store, and the economic disputes escalated to social problems.

The reporter asked me what I think of it.

My answer is very simple, the suppliers are really pathetic, but the poor people must have something abominable. Why do I say so?

First, does anyone take guns to force them to sell?

Second, is not all suppliers can not figure out the payment?

Third, are suppliers really aware of the real reasons for their failure to come out?

Fourth. Have you considered the settlement before you sell the store? Are there any preventive measures?

Fifth, is there no other way to get back the money except for being foolish at the door of the store?

According to the author's experience, at present, more than 90% suppliers (distributors) begin to cooperate with stores when they have little knowledge of stores.

It is a basic commercial principle to know one's own knowledge and one's own knowledge, and it is a basic commercial principle. If we do not know each other and do not know each other, we will start business cooperation with the other side.

Why now there are so many contradictions and disputes between suppliers and suppliers? The problem is here, or, further, the problem is on suppliers, which is at the point where suppliers refuse to learn.

1. why should we understand modern retailers and learn the knowledge of their cooperation?

Modern stores are a standardized and scientific business organization. Although the ultimate goal is profit, their profit earning ways are different.

On the surface, stores sell profits through the sale of goods. In fact, this is the simplest form of selling profits. Currently, companies engaged in retail businesses or investment institutions in China mainly make profits through the following ways:

A: earn the difference profit of retail sales, which is the simplest and the most basic form of profit.

B: makes use of the settlement accounts of many suppliers to earn cash flow and provide capital turnover services for other industries of the group.

C: regards the retail profit of the commodity as the running cost of the store, and focuses on the sales expenses paid by the supplier as the source of profit.

D: analyzes and studies some types of high profit commodities by using retail data, and then commissioned production in the form of OEM. When it develops to a certain level, it directly enters the production field, from retail entry to production.

E: purchases the property around the store in advance, uses the upgrading function of the passenger flow that the store has, fry the local real estate price, sells the surrounding real estate property purchased earlier, and makes the real estate's value added profit.

To do business with stores, first of all, we must grasp the way of profit in this store. If this store earns cash flow, we must pay special attention to the negotiations on the account period. If we focus on selling the selling expenses of the suppliers, we must pay attention to the terms of cooperation in terms of cost. If the store focuses its profit on real estate appreciation and entering the production field, then it will be able to cooperate with the store from another angle as a supplier.

Of course, the profit orientation of stores is only a guideline for the high level stores. As a supplier, there are fewer opportunities to deal with the high level of the store, mainly because they have more contact with the lower and middle levels of the store, while the middle and low stores of the store have different job goals from the top sellers.

For example, the commodity / purchasing department is concerned about the price of the commodity and the winning rate of each commodity category, while the operation Department is concerned about the sales competitiveness and attrition rate of the commodity.

All in all, there are different working objectives from the top floor, all kinds of departments and all kinds of staff in the store. In the end, there is a variety of cooperation modes and schemes to cooperate with the stores. The vast majority of dealers regard the stores as a single one. It is normal to use a set of models to deal with various types of stores, different sales departments and employees, and suffer losses everywhere.

Let's give a very simple example: the greater the store, the more important the data is, the better the core fees, the goods and suppliers, and the distributors do not pay much attention to the data. They only complain to the stores, complain, complain, or even threaten. They are useless. What really promotes the negotiation is data and related analysis results. But how many suppliers have the ability of data analysis?

2. why do suppliers (dealers) refuse to learn?

Before the emergence of modern stores, the customers who come into contact with the distributors are mainly the manufacturers and the local wholesale and retail customers. In the face of these two types of customers, the dealers have a relatively high status. The manufacturers are seeking distributors. The local two batches and traditional retailers are also seeking distributors. At least, the status is equal, and the way of cooperation and content are relatively simple. Especially as a manufacturer, they are seeking distributors, and naturally do not need dealers to deliberately understand and learn the cooperation knowledge between manufacturers.

But stores are different, and stores are rarely available for dealers.