How Can Dealers Improve Themselves Through The "External Brain"?

The answer should be yes.

In the age of big fish eating small fish, fast fish eating slow fish, natural selection and survival of the fittest, dealers need to rapidly improve their competitiveness through the power of the external brain, so that they can better participate in the market competition and make themselves invincible.

The rapid involvement of foreign and domestic large retail giants has led to the polarization of dealers: first, the small dealers have fallen back to the "terminal" of the channel, that is, directly to the retail terminal or chain stores; two, the dealers with strong management ability have realized the operation of the company through the integration of resources, but they are faced with many internal and external puzzles in the development process, such as confusion, business expansion, inventory management, personnel management and so on. All these problems can be solved. On the one hand, dealers can gradually adjust themselves through their own awareness and ability improvement, on the other hand, they can also help to solve quickly through the intervention of specialized consulting companies.

Management decides success or failure, details determine success or failure, strategy decides success or failure.

The fierce competition in the same industry, especially the disorderly competition, requires dealers to use the non industry thinking to operate the market. They need to maximize the added value to the downstream and terminal consumers. They need to redesign the value chain delivery mode to design the new channel operation mode. They need to use differentiated thinking to open and operate the market.

The biggest value of consulting companies is the cross industry experience. Dealers, combined with their own strength and business and market conditions, can fully rely on the power of the external brain, and make strategies through the system to win the battle.

In the rapid development of dealers, many dealers' business development speed is far higher than their own management level.

Under such circumstances, as distributors, enterprises will often fall into a state of disorder: inefficient, relying on the boss to do things; good people can not be recruited, and the people can not stay. Therefore, in this case, with the help of the external brain, enterprises can help enterprises to go from disorder to order, and never standardize to standardize, so as to train "internal strength" and enhance their core competitiveness.

Dealers in the founding period do not need to hire an external brain in principle.

Unless this is a large shareholding system or partnership, a large scale private company began to take the company as the main distributor.

In this period, if the dealer is using the external brain, he must look for a professional consulting company to standardize and expand business as the main project, because the most important task of these distributors is internal standardization, such as design organization structure, responsibility flow, job responsibilities and so on. Secondly, through consulting companies, planning sales area and expansion mode, and rapidly expanding their business volume.

Of course, the distributors of this period should not be too large to choose from, but they should be "well matched" and do not care how loud their brands are, even if they can make the distributors' companies as experimental products, so long as they are attentively, they can do well.

Many consulting companies have gradually accumulated fame and reputation because they have helped small businesses grow bigger.

Moreover, because these small consulting companies are not charged with high fees, strong personal strength and enthusiasm to do things, they can often help dealers do more things.

After the survival period, distributors often face rapid growth. In the process of rapid growth, there will inevitably be many situations: expansion of scale, increase of personnel, short board of system, lack of organization and function, confusion of regional market management and so on. All these require distributors to import personnel mechanism, organization construction, organization process, management system and so on. At this time, distributors should choose management consulting firms to help themselves "manage" enterprises.

With the help of consulting the power of the external brain, we can help ourselves integrate with the current situation of the enterprise, and formulate a practical organization management system to help us build up an internal management platform, so that our business and management can be enhanced and developed rapidly.

After a rapid development period, dealers will gradually enter a stable and rapid development period.

The characteristics of this period are: steady and rapid growth of performance, continuous improvement of reputation and reputation, and dealers entering a glorious period. But they are also facing a new problem. How to build their own "slope ball theory": that is, enterprises' status in the market is like a small ball on the slope, which needs upward lifting (goal upgrading) to make it continue to develop upward; there is still need for power (basic management) to prevent slipping.

At this stage of development, the biggest task as a distributor is to keep his performance going up and reach the summit of development.

At this stage, as distributors, we should choose a "cutting-edge" advisory body with brand and culture expertise to build up the internal corporate culture by enhancing the brand, so as to seize the core factor of the enterprise -- people, by stimulating the enthusiasm of employees, and building a team morale through corporate culture, so as to ensure the sustained and healthy growth of performance.

As a dealer coming out of the planned economy era, many of them have entered the stage of keeping their business after their brilliant achievements. They are either old or strong, continue to sprint, or remain desperate, struggling to keep up with the "great cause" that they have already obtained. But if their business is like going against the water and sailing, they will not go back and forth. "Therefore, if dealers use the power of the external brain to give themselves" blow the wind "to sober themselves up, so as to gain greater internal driving force, it will be a better way.

At this time, a consulting firm is usually a strategic planning company and a company that specializes in process reengineering. Through their involvement, the third forces can be used to change all employees including the boss. With the help of corporate culture cohesion and the driving force of the external brain, it can effectively eliminate the bottleneck or "shackles" that restrict the development of dealers.

How should dealers use the "external brain"?

So, after deciding what kind of consulting company to use, as a distributor, how should we use the external brain?

The best way to implement the modular consultation is to cooperate with the consulting company.

Because, as the external brain, they can not be omnipotent, not all modules are proficient, brand is good at building consulting companies, maybe regional market operation is short board, as distributors, can be handed over to a certain piece of project by themselves, for example, if they are in a period of rapid development, they can sell their marketing plan, regional Template Market and other content to them, so that they will not affect the development of the market as a result of their own mistakes.

That is to say, after selecting a distributor, we should give full play to the coach functions of these "brains" of consulting companies. We can create a team of highly skilled, skillful and quick sales teams through the intervention of external brain experts. They can not only solve the real market problems, but also teach them to encounter similar problems. The ability to solve problems instantly can not only be "fish" but also "fish", so as to truly achieve the purpose of using the external brain.

That is, when selecting a team of external brain experts, the choice of a more responsible consulting firm can not only solve the marketing problems at this stage, but also provide follow-up support for consulting services, that is, it can act as a long-term consultant for dealers, not for all but for use, so as to give full play to the maximum value of the external brain.

In order to avoid some consulting companies' "huff" dealers, before consulting with the consulting company, they can adopt the way of negotiation and adopt "low consulting fees + High Commission" to cooperate with the external brain strategy.

In this way, the biggest advantage is that the consulting firm can put their whole heart into the problem and deal with the dealer's problems as their own things, so as to work together and do well in the business.

For the lack of functions of organizations or functions, and temporarily difficult to fill, dealers can take the function of a certain part of the company "trusteeship" to give them to the consulting firm for implementation.

For example, the functions of the marketing department of the company should be given to the external brain experts, who will "help" the staff of the distributors through the way they implement the plan, and finally fill in the functions of "vacancy".

This way is to form a joint venture between the distributor company and the external brain, so as to jointly develop and manage the market.

Both sides can take the contribution of distributors, and the way of intellectual stock participation of consulting companies, and form a joint venture company. The two sides agree on the relevant organizational structure and post functions. The two sides are composed of two sides. As a distributor, the two sides can bind each other's interests, so as to maximize their potential and speed up the market.