Change Dealers Or Improve Dealers?

Wang Wang, head of market in North China, a well-known manufacturer in Sichuan, was pferred to East China because of his excellent performance.

The reason why he was sent to East China was that the marketing center placed great hopes on East China.

In the past, the marketing center adopted a regional exclusive agent system, and there was a cooperative agent for many years in East China.

In recent two years, the market has developed rapidly, but the growth rate of enterprises in East China is far behind the growth rate of the whole market.

Manager Wang knew there was something wrong with his access.

After careful investigation and analysis, manager Wang believes that the original agent has shown a lack of capability in terms of capital, management and market expansion, and can not meet the growing demand of the marketing center for the East China market, so it has to be changed.

But when he tried to communicate with the agent, he found that the other side totally disagreed with his judgment and thought that the slow growth of the market was due to insufficient publicity by the manufacturer.

As a result of the communication, Wang insisted that the original agent had become the main factor that hindered the growth of the East China market. So he decided to change the agent, so he began to contact other distributors, and was ready to introduce the new regional master when the time was ripe, so as to achieve the expected market target.

In the process of getting in touch with the two larger dealers under the original agent, the original regional representatives of the news immediately warned the two dealers: "if they cooperate with Mr. Wang again, they will stop supplying them immediately and suppress them in the channel."

The two dealers soon told Mr. Wang that they were under too much pressure to cooperate directly with the manufacturer.

Finally, manager Wang had to stop trying to change the structure of the channel.

The crux lies in the way and intensity of adjustment.

When the growth of the national market is significant and the growth of manufacturers in certain areas is problematic, the problem may be insufficient in the capacity of regional access.

In this case, the manufacturers will naturally consider the adjustment of the channel, but the actual situation is either very difficult to make adjustments, or the adjusted result may not increase the market share of the manufacturers in this area, but on the contrary, it will also decline.

The main reason for this situation is that the original agents not only fail to do their jobs well, but also hamper the development of new distributors.

Because the original agent is not a wholly owned regional agent of the manufacturer, they are not considering how many shares the manufacturer should occupy in this area, but how much market share and profit will be lost after the new agent has joined, so they will take measures to protect their vested interests.

The adjustment of the channel structure must be based on these premises: first, the overall market demand is indeed increasing; second, the ability of the exclusive agency in this area has really hindered the development of the regional market, for example, its capital strength, personnel quantity and business ideas can no longer adapt to the growth of the market.

Because sometimes the situation is not necessarily the case. If the exclusive regional monopoly has been monopolized in this area, but it has not yet reached the manufacturer's requirements, it may be because the market in the region is so large that it does not achieve high growth as the manufacturer expects, and that may be the judgement of the manufacturer. It is hard to say that it is because of the capacity of the total generation of the region.

If there is no growth in a regional market due to insufficient covering capacity of the general agent, it will naturally be the problem of the regional general generation.

Under such circumstances, the failure of manufacturers' path adjustment is often caused by methods and dynamics.

For example, a doctor wants to give an operation to a fractured patient, but because the fracture is more serious, it can not be done at the beginning. If it is done, it may lose its life. In this case, it can only be restored and adjusted first.

The reason why doctors are not eager to do this operation is to keep the patient's life first.

If the whole channel system is adjusted due to the problem of a regional agent, it will cause fatal injury to the interests of the original agent, and it will obviously have great resistance.

If the starting point of the two sides is inconsistent, what the manufacturer wants is to replace the agent. Then there is no way to reach agreement on the communication with each other. The original agent will naturally not adjust to the adjustment made by the manufacturer.

Therefore, before the new regional agent has not developed, the original market share will not rise or fall.

Don't rush to make radical changes.

Each manufacturer will have its own sales pressure, even if its adjusted channel structure is reasonable, but if it sacrifices half a year's sales performance, no manufacturer will allow it.

Therefore, since we need to improve the access, the general guiding ideology should be as far as possible to ensure that we do not harm the basic interests of the total generation of the original region, and do not rush to make fundamental changes.

For example, if the manufacturer has only one area in eastern China, the regional head of the manufacturer will also know that its personnel quality, operation status and capital capability are not in line with its own requirements. In this case, when the manufacturer adjusts the channel, the other agents can start from the non mainstream products, or in the process of product replacement, bring a new product to the new agent, and still guarantee the original agent's right to other products, so that the original agent will accept it very easily.

It should be believed that since the original agent can do the total generation in the region, it must have been done for only one or two days, and these things should be understood.

When the original regional agents feel that their capability is not enough, they will also accept the "improvement" that the manufacturer does not constitute a fatal injury. They will also improve themselves in the process of acceptance.

As a partner, it is impossible for the former generation to consider their own interests and influence the market development of the manufacturers.

To be a salesperson is to be a man. It is believed that the regional head of the manufacturer and the general manager of the regional agent should be a friend relationship. When considering their own interests, they should also take into account the interests of others.

If you only consider your own interests, others will definitely fight back.

Manufacturers should be prepared to develop new agents at the same time: first, if the regional agents can not improve their capabilities, how can new growth agents grow up quickly?