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How To Make The Depth Distribution More Reasonable?

2008/4/20 15:30:00 32

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How To Adjust The Depth Distribution More Reasonably?

Now many enterprises are doing deep distribution, through the terminal business representatives of the company run the terminal store every day to get the order, then pass it to the distributor, and the dealer will deliver the service.

However, in reality, this phenomenon often occurs, and salesmen have made orders, but dealers are reluctant to deliver goods, resulting in large terminal opinions, or even no longer selling products of the company.

In this case, what should we do?

Distributor is originally a distributor. Distribution is the most basic function. If an enterprise does not carry out direct selling, it must send products from the workshop to various consumption points through distributors.

Dealers do not want to deliver goods, they can only say that there are problems in mentality or communication in various aspects, but rarely on their own delivery conditions.

Therefore, in the face of this problem, in addition to the shortage of distributor's distribution capacity caused by the peak season, it is mainly considered and solved from the following aspects.

Through real understanding and verification, it is very likely that there are problems in the following links: first, there are problems with the distributors of enterprises (or business operators), and two, there are problems in the dealers themselves. Three, there are some problems with the terminals, and dealers can not deliver them to him.

Only when we know what part of the problem is, can we solve the problem.

First, adjust the depth distribution reasonably.

Of course, due to the implementation of deep distribution, enterprises will standardize the dealers' area, and the enterprises will better manage and operate the market. Enterprises will be closer to the channel intermediaries and terminals, that is, more penetration into the market, which is quite beneficial for consumers.

But because of the original extensive management mode, enterprises are authorized dealers are the masters of the market. All the market operation enterprises can not ask, the dealer's final say, such adjustment, in fact, may greatly damage some of the original interests of dealers.

Therefore, enterprises must first understand whether there are still some knots in this area and fail to communicate with distributors.

This requires that the enterprise first adjust the mode to be more reasonable, and try to communicate with the dealer to the real partner, instead of changing the form, but the content is still the same.

In what ways to adjust?

First of all, enterprises should not think that they should invest heavily in the implementation of deep distribution. Dealers will be useless. Dealers should be suppressed by enterprises. Distributors have to be distributors only in this mode.

We should make full analysis of the functions of dealers, and find or give full play to their biggest functions. That is to say, instead of turning distributors into distributors, we should expand and enhance their important functions such as regional management, development, capital and so on.

If dealers have advantages in these areas, they must be released and used by enterprises.

Furthermore, when the depth distribution is implemented, it is a process of channel adjustment in itself. In advance, dealers should be graded, selected and abandoned.

If deep distribution is considered terminal service, instead of adjusting the original channel members, the original part of the traditional dealer will be pformed into a "deep distributor", part of it will be cut off, part of the merger and part of the training will be promoted. Then there will be a dealer's cooperation problem, thus violating the company's wishes, and no delivery will exist naturally.

Moreover, deep distribution is not only to solve the problem of product distribution, but to separate the distribution and distribution of products, so that enterprises and distributors can make them do more professional things and cooperate better under a unified system.

Therefore, order quantity or order number acquisition, delivery area division, delivery support and dealer profit are all systems to consider.

Two, enterprises (or salesmen) communicate with distributors.

When distributors are pformed into distributors, they feel that the management of enterprises is deeper, and some of their original market functions have been replaced. They may have a strong sense of crisis, which may conflict with enterprises. However, as a businessman, they can not do their business at the very beginning, so in real operation, they often express their dissatisfaction with enterprises by not delivering goods, not paying the money on time, and doing some goods fleeing.

Under such circumstances, enterprises must do well in communication work, so that dealers can understand from the heart that enterprises are actually helping them, helping them to do the market, helping them grow, helping them to do market management, and helping them become an outstanding category in the competitive channels of circulation, helping them cultivate core competitiveness.

The whole delivery process is mutually beneficial and supportive.

At this time, we must not let dealers feel that they are becoming more and more a "vulnerable group". Through communication and training, they feel that they are actually following the new marketing mode of enterprises, and they are more likely to follow the business to success.

One of the signs of deep distribution is that dealers have improved significantly and have closer ties with enterprises.

If there are communication problems between the salesmen and distributors, they need to be solved by their superiors.

Here are some common solutions: