Dealing With Distributors With Integrity

Whether an enterprise's dealer team is stable will directly affect the future and destiny of the enterprise.

So how do businesses deal with distributors?

Distributors are responsible for the pfer of products and funds between producers and end consumers.

How to deal with the relationship with distributors has become the focus of more and more business management.

The word "integrity" is now a hot word in the management of various enterprises. Although many enterprises emphasize honesty, many enterprises intentionally or unintentionally become the role of dishonesty, resulting in the rapid deterioration of customer relationship.

In the process of dealings with distributors, the phenomenon of dishonesty mainly lies in:

Policy changes.

A well executed policy suddenly changed, making dealers confused and confused.

Commitment is not implemented.

In order to motivate distributors, some enterprises often give dealers a certain commitment.

But when the dealer achieves the goal, the enterprise is unwilling to admit this commitment, which makes the dealer lose confidence in the enterprise.

Business personnel vary frequently.

The frequent changes of business personnel will lead to incoherence of market operation ideas, and a large number of problems left by the market will make many things become "dead ends".

There are no major problems in the market.

Major problems in the market, such as serious quality accidents and consumer complaints, law enforcement agencies involved in the process, many enterprises, especially small businesses, always push dealers to the forefront, and they do not care about themselves, resulting in serious business crisis or even bankruptcy.

How should an enterprise establish its integrity image?

Identify long-term policies.

The long-term basic policies of enterprises for dealers need to be determined by the decision-making bodies such as the board of directors. If there is no major change, even the personnel changes at the top level of the enterprise can not be changed at will.

In case of any need to change the terms, we should also solicit the opinions of distributors, confirm them through certain procedures and institutions, and then explain the work to the distributors with patience.

For some short-term policies, it is also necessary to explain the time limit for execution to distributors when they are making propaganda to distributors, so as to avoid problems and disputes.

Implement the system of "who promises, who implements" and promises written.

That is, who will make a commitment to the dealer, who will implement the commitment, and give written information to the distributor, which will be effective after the signature is confirmed by both parties.

If anyone is irresponsible to the dealer, he promises the policy that the enterprise does not have or can not be implemented at all. As an enterprise, in order to embody the principle of good faith, he also needs to deliver the promise to the dealer, and then deal with the responsible person.

Enterprises must understand this truth, and the commitment of business personnel when dealing with distributors, dealers will think that they are given by enterprises, not by a specific commitment.

Because in the view of dealers, they represent enterprises, and their voice is the voice of enterprises.

Case study:

An enterprise has adopted a policy notice system in order to avoid corporate employees' indiscriminate commitment to distributors.

Any enterprise policy, especially market policy, must be issued to the distributor in written form by the salesperson responsible for the market. The policy notice must have the signature confirmation of both the market leader and the dealer. After the notification is completed, the policy notice should be returned to the company for examination.

If business people make random policies, they will be punished immediately.

The policy that the enterprise sends out a notice to the distributor must be reflected on the policy notice. If the terms in the policy notice do not exist, the enterprise will consider it a personal commitment and no responsibility.

As a result, a lot of empty promises that the enterprise had appeared before vanished without a trace. There was no such thing as a "headache" that made the enterprise headache and the dealer feel sad.

Stabilize the sales force.

As far as possible to stabilize the business team, for those who need to change business, we must do a good job in the market pfer procedures.

On the handover list of new and old personnel, dealers confirm whether there are any problems left over by the market. If there is, the original business personnel will be disposed of within a specified time, and then the market pfer will be carried out.

Formulate appropriate incentive policies.

Interest is the bond between enterprises and distributors for long term cooperation.

Therefore, when dealing with distributors, enterprises can not only allow dealers to earn the difference from their products, but also through some other incentive policies to stabilize the long-term cooperative relationship with distributors.

For example, quarterly and annual rebate points or rebate awards.

However, when formulating these incentive policies, enterprises must pay attention to the intensity of the deduction and rebate is not too large, so as to avoid the market behavior of dealers in order to get these rebate and discount points for fleeing and smashing prices.

Some incentive policies have little incentive to small dealers, and enterprises can formulate more effective incentive policies according to their own conditions.

For example, encourage dealers to invest in shares and give away shares; set up scholarships for children's outstanding performance; prioritize dealers' children to work in enterprises; absorb excellent distributors as business consultants, participate in politics and discuss politics.

Establish a good and smooth communication channel.