Distributors To Expand The Competitiveness Of Channels Need "Three Steps"

The door of the market is open to everyone, and the distribution channel belongs to everyone. There is no rigid requirement and restriction for the entrant.

In the field of commodity circulation, new dealers are increasing every day. If we want to survive and develop here, we must enhance our competitiveness and strive for more business opportunities.

The increase in the number of dealers and the intensification of competition among peers is one of the main problems that perplex the current dealers. However, in order to enhance their competitiveness, we must take the following three aspects into consideration and take corresponding measures.

In the field of production, the development of a new technology can be used as a classic reuse.

In the field of marketing, after the birth of new marketing means, as long as someone is using it, it will become a history immediately. Once a good marketing strategy and means are homogenized, it will quickly lose its effectiveness.

From another point of view, innovation is to constantly create new rules and create higher catch up costs for competitors. This is also one of the important ways to enhance the threshold of competition.

If you want to become a leader in the industry, you must constantly innovate to differentiate your ideas from other dealers' current practices, and this differentiation can enable other channel members to quickly identify and recognize, especially those who have dealings with your business.

Sales work is composed of several links, and almost all links can be innovated, even if it is refurbished, but new things must come out.

For example, the introduction of new products; the use of new ways of service; the innovation of promotional activities, etc.

It is important to note that dealers themselves are not the main body of innovation, but their employees.

Because employees work in the front line of sales every day, they are exposed to the most specific jobs and problems, so the probability of producing new ideas is the highest.

As a boss, we should have this awareness, protect employees' sense of innovation, create a good internal environment, and encourage employees to constantly put forward innovative solutions.

For customers, the company's brand is a guarantee, which can bring enough sense of security to the upstream brand and downstream franchisees, bring trust, reduce communication and testing costs, reduce running in costs, and have a certain ability to pform.

At the same time, good corporate brand can also give employees a sense of belonging.

The brand seems to be complex. If it is simplified, it can be divided into two aspects: first, brand positioning; two, brand communication.

The so-called brand positioning, has its own clear brand support content, such as employees, services, goods and so on, in short, have their own clear characteristics.

The so-called spread, you have to locate your company brand before the world.

Although TV advertising is simple, but the cost is too high, it is not suitable for distributors. It can choose the following two kinds of low-cost advertising to spread.

One is to design stories, such as doing some special work for the downstream customers, to deduce and disseminate the company's brand through the stories that happen in reality; the two is to use the media, distributors, regardless of what they sell, to be an expert in the industry they sell, especially the fast and fast consumer goods industry.

Dealers can use their own expertise to write relevant product knowledge to consumers and read it in local newspaper media.

Generally speaking, this kind of life guide is highly acceptable to local newspapers and distributors can use these newspapers to make free publicity for themselves.

There is no end to service. Quality service can lighten disputes between businessmen in interests, especially customers' unexpected service measures.

Service is embodied in two aspects: one is attitude, the other is action. Two.

The attitude of the business people when they come home, the attitude they receive on the phone, the reception from the downstream customers, the speed of reflection on the customers' questions and so on, are all attitudes. Instead, the offline customer collate the warehouse, regularly convene the new product recommendation meeting, and provide 24 hours of telephone ordering service (although a very small number of two business associations call the order at three o'clock in the middle of the night), making business cards for the offline customers, etc. these specific works, though not much money, can instantly make the downstream customers feel your concern and consideration.

The core of all problems is human beings. The expansion of channel competitiveness is also revolved around human pformation. Dealers are businessmen, and the two group of businessmen is businessmen.

Of course, interest is not a single one, but a compound one. This service is emotional interest. The brand is a security interest, and this innovation is a development interest. These interests are also needed by downstream customers, but we seldom pay much attention to them.

As a distributor, we can not just stay in the interests brought by the products. Instead, we have to find out the potential needs and background needs of the downstream customers, and provide the compound benefits voluntarily. Only by achieving the compounding of interests can we really enhance the competitiveness of the channels.