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Dealers Who Do Not Study Deserve No Sympathy.

2008/3/26 14:27:00 8

Some time ago, I interviewed a reporter from a northeast TV station, saying that a famous foreign chain store was located in a store in Northeast China. Because of the problem of arrears of accounts between suppliers and suppliers, the contradiction between the two sides intensified, which led to several ten vendors sitting around the entrance of the store, pulling out banners such as "unscrupulous stores, arrears of payment", "returning my hard-earned money", and some conflicts with security personnel in the store, and the economic disputes escalated to social problems.

The reporter asked me what I think of it.

My answer is very simple, the suppliers are really pathetic, but the poor people must have something abominable. Why do I say so?

First, does anyone take guns to force them to sell?

Second, is not all suppliers can not figure out the payment?

Third, are suppliers really aware of the real reasons for their failure to come out?

Fourth. Have you considered the settlement before you sell the store? Are there any preventive measures?

Fifth, is there no other way to get back the money except for being foolish at the door of the store?

According to the author's experience, at present, more than 90% suppliers (distributors) begin to cooperate with stores when they have little knowledge of stores.

It is a basic commercial principle to know one's own knowledge and one's own knowledge, and it is a basic commercial principle. If we do not know each other and do not know each other, we will start business cooperation with the other side.

Why now there are so many contradictions and disputes between suppliers and suppliers? The problem is here, or, further, the problem is on suppliers, which is at the point where suppliers refuse to learn.

1. why should we understand modern retailers and learn the knowledge of their cooperation?

Modern stores are a standardized and scientific business organization. Although the ultimate goal is profit, their profit earning ways are different.

On the surface, stores sell profits through the sale of goods. In fact, this is the simplest form of selling profits. Currently, companies engaged in retail businesses or investment institutions in China mainly make profits through the following ways:

A: earn the difference profit of retail sales, which is the simplest and the most basic form of profit.

B: makes use of the settlement accounts of many suppliers to earn cash flow and provide capital turnover services for other industries of the group.

C: regards the retail profit of the commodity as the running cost of the store, and focuses on the sales expenses paid by the supplier as the source of profit.

D: analyzes and studies some types of high profit commodities by using retail data, and then commissioned production in the form of OEM. When it develops to a certain level, it directly enters the production field, from retail entry to production.

E: purchases the property around the store in advance, uses the upgrading function of the passenger flow that the store has, fry the local real estate price, sells the surrounding real estate property purchased earlier, and makes the real estate's value added profit.

To do business with stores, first of all, we must grasp the way of profit in this store. If this store earns cash flow, we must pay special attention to the negotiations on the account period. If we focus on selling the selling expenses of the suppliers, we must pay attention to the terms of cooperation in terms of cost. If the store focuses its profit on real estate appreciation and entering the production field, then it will be able to cooperate with the store from another angle as a supplier.

Of course, the profit orientation of stores is only a guideline for the high level stores. As a supplier, there are fewer opportunities to deal with the high level of the store, mainly because they have more contact with the lower and middle levels of the store, while the middle and low stores of the store have different job goals from the top sellers.

For example, the commodity / purchasing department is concerned about the price of the commodity and the winning rate of each commodity category, while the operation Department is concerned about the sales competitiveness and attrition rate of the commodity.

All in all, there are different working objectives from the top floor, all kinds of departments and all kinds of staff in the store. In the end, there is a variety of cooperation modes and schemes to cooperate with the stores. The vast majority of dealers regard the stores as a single one. It is normal to use a set of models to deal with various types of stores, different sales departments and employees, and suffer losses everywhere.

Let's give a very simple example: the greater the store, the more important the data is, the better the core fees, the goods and suppliers, and the distributors do not pay much attention to the data. They only complain to the stores, complain, complain, or even threaten. They are useless. What really promotes the negotiation is data and related analysis results. But how many suppliers have the ability of data analysis?

2. why do suppliers (dealers) refuse to learn?

Before the emergence of modern stores, the customers who come into contact with the distributors are mainly the manufacturers and the local wholesale and retail customers. In the face of these two types of customers, the dealers have a relatively high status. The manufacturers are seeking distributors. The local two batches and traditional retailers are also seeking distributors. At least, the status is equal, and the way of cooperation and content are relatively simple. Especially as a manufacturer, they are seeking distributors, and naturally do not need dealers to deliberately understand and learn the cooperation knowledge between manufacturers.

But stores are different. It is very rare that stores seek suppliers' unequal status, which determines the necessity of learning.

This is like a male chasing woman in life, and women dominate. So we see many books that guide men to catch up with women, but rarely read books that guide women to pursue men.

Dealers in the face of the new store, still customary in accordance with the past business thinking mode to consider the cooperation with the store, rarely thought to learn to understand the store. The main reason is that the history of successful experience is leading the dealer's thought, many dealers boss thinks he has so many years of business experience, so many big brand manufacturers, not all have been done by me, what is difficult to sell?

Naturally, you will not think of learning systematically how to understand stores, and how to collaborate with stores.

Education can not replace experience, nor can experience replace education.

3. what are the consequences of suppliers' refusing to learn?

The author believes that without fully learning the premise of selling stores, going to cooperate with stores is like taking eggs to touch stones.

First, without knowing the core demand of the store, dealers can not achieve good cooperation with the store by meeting the core needs of the store.

Second, I don't even know where the weak points of the stores are. They can't contain or control the stores to a certain extent.

Now many dealers are restricted to stores, that is because dealers only take products in cooperation with stores, and at the level of commodity cooperation, stores have strong advantages, basically they want to play dealers on how to play dealers, so dealers are carrying eggs on stones.

In fact, any commercial organization, if it has its strong side, will inevitably have its weak side. As a distributor, do you know where the weak points of the stores are? Do you know where the dead places and doors are? How can you get the money back if you don't have these things? How can the high sales cost come down? How can you get the chance to meet with the high level stores?

In the past, the most advanced business form that dealers came into contact with was the manufacturers. Some dealers knew something about the manufacturers. They thought they had learned the most advanced business form, and the complexity of the stores was several times that of the manufacturers. This was because the stores often had to accommodate thousands of single products at the same time, which inevitably resulted in highly advanced operation and management.

As a distributor, in the face of different customers, it is necessary to adopt different ways. In the past, the simple mode of manufacturers corresponds to today's complex stores, which is bound to encounter such or such problems.

Fundamentally, the only way to solve these problems is to learn and learn to make progress. The past successful experience can only represent the past. The share of the market share of modern stores is increasing. As distributors, they must learn knowledge related to the store quickly and systematically, which is also a guarantee for their own profits and future development.