Ten Factors Affecting The Development Of Distribution Agents

Why do some dealership agents come to the fore after several years of hard work? And some dealership agents have worked hard for over ten years, and still remain the same, making enough money to support their families?

What causes the gap between dealers?

The author thinks that there are ten main factors that affect the development of dealers at any moment.

1. enterprise values

Speculation, profiteering, and hypocrisy, which can not be displayed on the desktop still exist in the development process of domestic IT dealers.

I once saw a dealer looking for a salesman in a certain area.

The examiner asked the examinees a very practical question: "how do you treat your customers?"

The examinee is a student who has just left the school. He is quick blooded. He replied with the same breath: "integrity, for the sake of customers, for the sake of the company."

Who knows that the examiner was so angry when he heard such an answer that he said, "integrity is useless, and we should learn to flicker, deceive, see people speaking people, tell lies, or do not want to do business well."

In order to adapt to such an environment, some sales staff will do some fooling things when coordinating and communicating with customers.

In fact, most of the last loss is these self righteous smart people.

Deceiving customers for the first time, the second time?

How much does it cost to make up for it?

This is why many good brands are getting worse in the hands of a distributor.

For dealers, in the management of enterprises, there must be a cultural connotation of advocating righteousness, respecting human feelings, reflecting credibility and disseminating correct values.

Gone are the days when a company was declared bankrupt when it was put in a piece of goods or cheated on a sum of money.

Only by properly cultivating the market can the business development be able to save energy and save energy.

2. human resources

Attaching importance to talents and respecting employees is a loud slogan of today's dealers. But how many truly do it?

In Jiangxi, the annual salary of fifty thousand or sixty thousand yuan, such as Siping, South and other household electrical appliance agents, is a common phenomenon. High can get tens of thousands or even two hundred thousand yuan, but there is often the situation of brain drain.

For dealers, products, talents and networks are the basis of their existence. The instability of talents often causes the sales network to be temporarily or partially paralyzed, which is a common occurrence in the marketing field.

The hegemony of individual bosses, the personal heroism within the enterprise and the imbalance of management are all one of the causes of brain drain.

3. system management

The development history of domestic dealers can be summed up in 3 sentences: in 1980s, by courage, 90s by capital, and twenty-first Century by management.

Dealers must have their own advanced marketing management system, and strictly control the consistency, rationality, systematicness and systematicness of execution.

For example, the financial department should not only be responsible for the operation of funds, but also do well in the management of accounts and assist in sales. The Ministry of commerce should not only do well in customer management, but also do well in ordering management and item management. The warehousing department should not only do well in inventory management of best-selling products, unsalable goods and damaged goods, but also timely feedback and feedback. The logistics department should not only be responsible for distribution work, but also know the order planning.

Although on the surface, each department is independent.

But in actual work, we must communicate and assist each other in time. Only in this way can we have the opportunity to pform the original pshipment operators into marketing operators, provide professional service systems for manufacturers and downstream outlets, and become managers and leaders of the market.

4. development plan

Many dealers are eager to act as agents of more good brand products or have greater regional agency rights. But why do they never consider their own capital arrangements and whether the placement of personnel can be in place, can they meet the requirements of manufacturers?

I personally contacted such agents, may take into account the problem of operating costs and profit margins, and try to increase the agency of two brands.

In their view, this can save more warehousing, travel, wages and other aspects of the cost, and a number of brands, a lot of profits, the East can not brighten the West.

Who knows, the number of warehouses has been increased, the business has been added several times, but the benefit has not increased much. Instead, the funds can not be turned quickly, the inventory backlog is not balanced, and the best-selling brands have no money to purchase goods.

The bigger the stall, the higher the profit.

The decline of many well-known enterprises is due to the crazy extension and expansion, resulting in weak main products and declining influence in the market competition.

Dealers should first concentrate their products on the main business, do fine, make them stronger and bigger, and then plan for greater development.

5. product mix

In view of the good use of marketing tools, not only can price wars be prevented, but also the centripetal force of the sales network can be condensed, and the influence of terminals will be strengthened.

Therefore, the most important thing is to consider the combination of products among various products sold by agents.

In this way, sales can not only promote and promote sales, but also make use of the complementarity between products to regulate the turnover speed of goods and speed up the withdrawal of funds.

The more careful the product mix of dealers, the more they can strengthen the channel operation ability, produce scale benefit, save cost and create profits.

6. financial management