Dealers Encounter Bottlenecks, How To Do?

Just like a crab has to change its shell over a period of time, something must break through some bottlenecks in the course of development so as to ensure survival and development.

The same is true for dealers.

For example, the level of company management and market operation control has been reduced, human resources have been restricted, the relationship between manufacturers has deteriorated, and competitiveness has declined. These bottlenecks have seriously hindered the development of many dealers, resulting in a direct decline in dealers' ability to resist risks and profitability, and even threatening the survival of some dealers.

Why do dealers encounter such bottlenecks?

How can we break through these bottlenecks?

Why do we encounter bottlenecks?

There are many internal and external factors that cause dealers to encounter these bottlenecks.

The environment is changing and dealers are not responding to this change in time.

1. the external environment has changed. Virtual capital has become a new yardstick for measuring dealers.

China's private dealers originated in the early 1980s.

After entering the twenty-first Century, the power of knowledge economy began to emerge.

As the upper reaches of distributors, many manufacturing enterprises have begun to shift to this aspect.

For example, we should strengthen the research on core technology, strengthen the shaping of brands, strengthen the innovation of marketing methods and management systems, and so on.

At the same time, more and more manufacturing enterprises begin to attach importance to the synchronization with business partners.

For example, at present, enterprises have made new changes in the choice and cooperation form of distributors. Many brand enterprises are no longer choosing the right yardstick such as dealer's strength, network channels, personnel, vehicles and other entity capital as before, but rather as a new selection ruler based on the management capacity, learning ability, information sharpness, marketing innovation ability and so on.

Is the dealer's boss aware of these changes in the external environment?

Have you got a deep understanding?

Should we adopt corresponding strategies and actions?

Or is it indifferent?

2. internal personnel management has changed -- Kin type employees and outside employees.

Many private dealers start their business at the start stage. They often work together to start their own businesses. After that, the sale is slightly larger and the manpower is insufficient. They start to recruit three families and four families from two families.

After all, they are all family members. There is no need to make such a serious mistake. Naturally, they do not need to be too strict in management.

The boss also hopes that everyone can work conscientiously, and use less discipline or quantification to assess the work of these kinship staff. The disadvantages will no longer be discussed in detail. We will idealize the management of kinship staff for the time being.

However, with the expansion of business scale, the quantity and quality of the existing staff can no longer meet the requirements of the operation and development of the company. This requires recruiting employees for the society, and even recruiting some professional senior staff.

The question then is how to manage these non related employees.

Although many bosses have been doing business for decades, the management level of human resources has remained at the level of kin type employees, let alone any systematic and scientific management mode.

In the face of these unrelated employees, the boss refused to further understand and study these employees' values, purpose of work, personal development desire and other factors, and still adopt the simple and unsuitable management method, resulting in the difficulty of improving the work efficiency of employees and the high rate of wastage.

When dealers face these personnel bottlenecks, are employers looking for reasons for employees or finding reasons for themselves?

As the most complex topic in enterprise management, is the owner of the dealer enough attention and action?

3. there is no right or wrong in business, only suitable and inappropriate.

The business environment has changed, the social environment has changed, and the internal environment of distributors has also changed. As distributors' boss, we should make corresponding adjustments and changes based on these changes, constantly discard unsuitable strategies and tactics, and adopt more targeted and appropriate strategies.

However, those who fail are easy to feel inferior. Successful people are easy to be confident.

At present, small dealers who have achieved success consider themselves a success. Although their cultural level is not high, their education in the later period is little, but they also make the business sound and vivid. They think this shows that they are capable, discerning and gifted.

Moreover, many years of business experience have accumulated a lot of skills and knowledge. These skills and knowledge have been accompanied by their own success. That is to say, these skills and knowledge are valuable, useful and suitable for themselves.

All in all, these knowledge and skills, coupled with self-confidence, can not be thrown away. If someone accuses his experience and skills, it is absolutely unacceptable to himself.

Therefore, many dealers have psychological rejection of new knowledge in psychology and insist on their knowledge and skills. Even if these skills and knowledge are outdated, they are still valuable and useful in the eyes of dealers.

Many dealers regard their past success experience as a treasure book, do not want to change, adhere to the old mode of thinking and methods, still insist on looking at new things from the perspective and perspective, and do not want to understand and learn new things and new changes in the environment, habitually adopt solutions that are already very familiar with.

This old method meets new problems, and the final result can be imagined.

Of course, these skills and knowledge have no right or wrong points. Only suitable and inappropriate differences will naturally lead to dealers' energy if they do not apply.