How To Train Dealers Well

In the era of "terminal is king", the quality of cooperation between distributors and manufacturers has a direct impact on the survival and development of enterprises; and the degree of cooperation between distributors and manufacturers is not only related to their own quality and interests, but also to the initiative publicity training of manufacturers.

Through the training of dealers, we can unify dealers' understanding and implement the will of manufacturers, improve the theory and practice level of dealers' management and management, help dealers to train relevant skills, stimulate the enthusiasm of distributors' cooperation, enhance channel satisfaction and improve channel loyalty, so that manufacturers and distributors can form a strong cooperative strategic alliance.

Lenovo Group originally made both channel sales and direct selling, but at the end of 90s, Lenovo cancelled direct selling team, concentrated on channel work, continued training and joint improvement, and finally brought Lenovo to the international stage.

As Ma Mingzhe, the chairman and general manager of Ping An insurance, said, "there is a bridge in the Ming and Ming Dynasty. Why do you want to cross the river with the stone?"

So we can quickly strengthen the dealer alliance through training, and why do we need to find another way?

Now, dealer training has become fashionable because enterprises have tasted sweetness.

In my side, a large stationery production enterprise in Shanghai held the first dealer conference in August last year to publicize the strategic plan for five years. At the same time, the trainer's mouth was used to "brainwash" the dealers, which increased the long-term, win-win and loyalty consciousness of the distributors.

In January 2005, a world's top 500 air conditioning parts supply company provided marketing skills training for its dealers (a well-known air conditioner manufacturer), and helped the rapid growth of the dealer team from practical skills.

Recently, many companies hope that I can carry out dealer skills training for them.

So what training should the dealer training offer?

If I want to do the market, I have to consider the needs of consumers.

What are the needs of distributors?

It should be "preaching, teaching, and dispelling doubts" about their work.

For the decision makers inside the dealer, the emphasis is on the training of management concepts and management strategies, because most dealers are in a "staggering way", hoping to get directions as soon as possible; for the executors, the skills demand is very urgent: for example, most ordinary managers are promoted from the grass-roots level, they generally have not received systematic management skills training, so they often do well themselves but do not manage their subordinates well. They need management skills training; and, like ordinary salesmen, enterprises often only carry out training in their corporate culture, systems and technical operations, but do not pay attention to sales personnel training in sales skills, so that they need sales skills training, otherwise they will grope for a lot of hard work, and the results are not good.

What is the specific training for dealers?

I think the organizer must do the demand research instead of surmise himself.

Through research, the needs are summarized and sorted, and the training content is selected with the most feedback, which meets the needs of the development of enterprise strategy and the practical needs.

A few years ago, I took the Dealer Manager of my district to Beijing to attend a large-scale solution conference organized by our company (a large IT enterprise).

After the meeting, in order to express the importance and gratitude, the company invited a senior vice president to make training for dealers on how to make strategies.

In training, the vice president did not come down to point out why the dealer would not make strategic planning, nor did he point out how the enterprise should make strategic planning. Instead, he talked about the difficulties encountered by our company from the initial business to the current glory, and how to analyze the problem in the difficult times, grasp the essence of the problem, and adopt strategies to finally upgrade the enterprise to a new level.

Before the class, the whole classroom was full, and this greatly surprised me: because they are usually not in the same place, and there are people going out in the middle of the road. Even if some of them stayed behind, they often felt that the old saying was that we were brainwashing them again and again.

So I think someone will leave after ten minutes, but in fact, no one left in the training, and the interaction was unprecedented. The training lasted for almost an hour and ended in a thunderous applause.

The training ended and I knew that the training was decided after careful investigation, and the training method of the vice president was also decided by the investigation results.

No wonder dealers praise: "we are now XX years ago, and the course he taught is of great reference value to us. This training organization is very good, and we benefit from it."

Next, the organization of training should be carried out.

Organization work we can consider from the following dimensions: 1, dealer communication: because dealers are not their own company after all, so we must coordinate the interface people, time, location, resources and other related matters beforehand.

2, resource application / budget: how much does it cost to spend? First of all, the enterprise must make an acceptable ceiling, then understand the training industry's cost standard and select a lecturer who is "relatively cost-effective".

It should be noted that if the cost is relatively high or the training frequency is relatively high, it is necessary to persuade the distributor to make some resources in advance.

In addition, when we apply for resources to our company, we must analyze the input output ratio to the leaders, describe the benefits after training, and must form written words, not only oral expression, otherwise, it is very difficult to get resources.

3, internal coordination: try to convince leaders to coordinate their internal relations in the name of leadership or leadership.

4. Screen of lecturers: find a professional consulting organization, recommend a professional, and a corresponding lecturer; try to get the quality assurance method or listen to the lecture of lecturers, and mark the way of lecturer evaluation and payment linked in the contract.

5, review the training design: when reviewing, focus on the pertinence of the set up, if any scheme is applicable to any enterprise, it will be returned immediately.

6, sign with the training company: pay attention to the provisions of breach of contract in advance, in order to prevent the occurrence of problems such as lecturers on the spot.

7, the scene organization: the opening stage makes the guidance, the midfield helps the teaching assistant.

During lecturers' teaching, we should understand the feelings of the trainees, feedback the opinions or suggestions of the dealers to the lecturers in time, and do well the reception work of the distributors.

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