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Why Distributors At County Level Do Not Sell Small Profits?

2008/5/21 15:12:00 23

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Distributors Manage Small Profits But Not Many Sales.

Small profits do not sell well.

This is a lot of county dealers do not want to see, but it is not the right way to deal with, the benefits of large volume, is the best business mode of distributors, less profits, is in a bad business mode.

The bad business model directly brought about a sharp decline in profitability.

No money? What else do you play?!

See the essence through appearance.

Small profits do not sell well. This small profit is not a dealer's subjective profit on the dealer, but a response to competition. Of course, this is the simplest way to deal with it.

Instead of selling more, it is not the decline in the purchasing power of consumers, or the decrease in the number of consumers, but in the premise that the number of consumers and purchasing power are rising, the sales volume of individual dealers is declining. The reason is not complicated. This is because more and more manufacturers are making more and more products, and more and more dealers are doing their dealership. There are more and more downstream terminals. So many customers have downloaded the resources of customers and consumers. Generally speaking, the growth rate of buyers is still not up to the growth rate of sellers.

The market is always a person with thought, action, learning and observation. In the face of the problem of small profits and no sales, it is very useless to complain about everything. Calm down, observe the market rationally, analyze and learn from others carefully, learn from others' advanced points, and convert them into execution in time, so that we can quickly return to the benign business condition of huge profits.

To solve the problem of small profits and small sales is actually to solve two problems. One is why the consumers want to buy your products, and the two is why the downstream customers want to buy from you.

The core of solving the first problem is:

The selection and combination of products, the effective display and display of circulation channels and terminals, and the full operation of the promotion means by joint manufacturers.

In products and combinations, especially keeping regular new product introduction strategy, keep customers and consumers fresh.

At the same time, it constantly adjusts the profit level of the dealer's product mix.

In the overall product mix, we can consider a concept of 28 open. This 28 is that 80% of the imported products follow the pattern. What is good selling on the market is to do what is done. Distribution is a fast flow, and the market is quickly introduced, and the market is weak.

There is no need to spend energy on a product for a long time to cultivate the market, or to wait for its comeback. 20% of the products remain unique, and are products that can be produced in the short term. This combination of products not only keeps the business stable but also keeps the momentum of continuous development.

Being good at making use of the market resources of the manufacturers, and using them as far as possible in terminal display or channel promotion, as well as the promotion of various promotional activities, do not focus their eyes on how to manage the market cost of the manufacturers, and earn a small sum of money to throw away the profits. A dealer friend of mine said that this behavior is to eat pig food, and the interception of factory expenses is the most profitable way of making money. Instead, we should be good at making use of the cost of manufacturers to constantly build or strengthen their sales channels, so that they are the foundation of dealers.

The core of solving the second problem is:

Good downstream customer management is good for the downstream customers.

So as to close customer relationship and ensure business stability.

This famous sentiment and profit can be solved from two aspects. First of all, it is well-known that for most downstream customers, the vast majority of customers are willing to do business with reputable dealers. This means that they have more safety and security, which means that dealers are more experienced in the market, and the credibility of product recommendation is better than that of general dealers.

To be famous, dealers need to have their own brand awareness, which involves brand design and positioning, and the dissemination and application of brands.

Like the feeling of spring breeze, let customers feel comfortable with the dealer, comfortable and smooth. This is the owner and staff of the dealer who bring the customers together, both of which are indispensable. The dealer's boss can guarantee the service and attitude to the customers, but the staff of the dealer will not dare to say that, because most of the dealers' internal management is super simple, and the staff management of the dealer is even more messy. The staff of the dealer always feel that the work is low at the distributor, the working environment is poor, and the work environment is not good enough. Next, it is said that this sentiment is brought to the downstream customers through meticulous service and good attitude in the process of cooperation.

If your boss doesn't take good care of your employees, your employees will naturally not take good care of your customers. If you want to fundamentally improve your employees' service and attitude towards your customers, and be serious and conscientious about your work, you must try to turn them into a certain degree of boss.

Case study:

Dozens of, plus those Dry Fruit non-staple food, tens of millions of sales a year, sales network throughout Northern Jiangsu, and even Henan, Shandong, there are Zhang boss's channel, especially in the northern Jiangsu liquor distribution circle, Zhang boss as long as the next liquor brand, it means that this product must be done, Zhang boss if that day and the brand said "Bye Bye" this brand is good in Northern Jiangsu area to withdraw fully, Zhang boss's selling and selling is bigger and bigger, this staff is also more and more, the light backbone salesperson is more than 20, the general clerk tally clerk adds up to more than 70 people, every day the office is crowded, bustling and bustling. In the dealer circle in North Jiangsu, he talked about the owner of the wine, who knows, who does not know, and sells liquor brands.

But almost every day there will be business backbone and Zhang boss complain that people are not enough, shouting to add manpower, but each plus a person, wages and benefits bonuses get tens of thousands of years a year, do not add up, and worry about the impact of sales, watching this salesman is indeed running around every day, busy busy outside, plus it, just like this, this business team gradually increased from the initial number of ten people to the current more than 70.

For a long time, this boss sometimes doubts. Is this good number of people working really hard?

He will never see anyone who dreads anything. Although meetings will repeatedly emphasize the need for salesmen to improve their work efficiency, the sales volume has not seen much increase, and the salaries of personnel have been increasing gradually. Dozens of people have also been unable to manage their jobs. What is more serious is that employees constantly go to other rivals to do their work, and they also turn their heads to dig their customers. The employees who are leaving are not a small negative influence on their employees.

　　通過朋友介紹，張老板和同另外幾個經銷商朋友找了一家管理咨詢公司當作顧問(單獨請咨詢公司費用吃不消的)，尋求問題的解決之道，經過調查研究后，咨詢的專家指出，企業做大了，人多起來了，人事就得必須形成一套專門的管理系統，建立相應員工管理、評估、考核、激勵制度，讓員工不但能獲取相應的經濟酬勞及業務技能的的提升，更要給員工清晰的看到未來發展方向，來調動員工的主觀能動性，促進員工由“要我干”變成“我要干”，根據業務發展狀況來建立一套相應的組織架構，實現老板抓經理，經理抓主管，主管抓員工的組織架構，盡可能多的實行員工內部自我管理，而在張老板的公司里，張老板本身就是一個大業務員，大大小小事情都一把抓，沒有深入的去注重建立起更有效的組織架構，沒有相應的手段來評估、考核、激勵員工。

A lot of employees have become active. The boss points there, and everything is important to the boss. It will not pay much attention to some aspects such as the future development direction of the company, the control of operation cost, the effective utilization of the existing resources, and so on. In the long run, employees feel that the money he earns is limited, and there is not enough opportunity to exercise their ability to earn money.

Such as Zhang boss has already made a certain scale of dealers, and the number of products sold is so much. In the internal management problems, the boss itself can not be a big salesman, but should be an operation director.

According to the advice of experts from consulting companies, in addition to several products that need to be mastered by themselves,

Zhang boss divided the hundreds of products sold into 14 projects, and 14 backbone salesmen were changed to project managers. Each project manager chose his own team from the other dozens of salesmen, and formed 14 project groups, which operated relatively independently.

With the help of consulting companies, Zhang boss set up a set of performance appraisal system according to the company's operation status, and evaluated the project manager from two aspects: internal management capability and external operation ability.

Assessment of internal management capability:

We say again that this is beneficial. The regular profits of distributors to downstream customers, mainly composed of distributors and retailers, are brought about by the product mix of dealers. Combined with familiarity with the local community, enough understanding of the changing trend of lines, and constantly bringing new profitable products to downstream customers, downstream customers like them, of course, are there many other functional interests that are more effective than product interests?

So called business, business, dealer or retailer, the ultimate goal is profit. However, the profit needs to be matched by internal management and external operation. Due to the limited level of strength, the internal management and external operation problems are the main problems that are currently plaguing these downstream customers.

1. Follow the rules.

Distributors and retailers are mostly wall tiles, and what products can run with them, but there is also a problem. Because of limited funds and sales channels, if the market is not allowed to judge, it will take a blind eye in the purchase of products, and the products will be unsalable, which will be a great loss for distributors and retailers with limited funds.

2, management issues

There is also a management problem in a small business. Distributors and retailers usually have shorter business hours than dealers, and less opportunities to learn in management. They often remain at a relatively low level in terms of internal staff management and business management problems. This is also an increase in the consumption of distributors and retailers, and it is also a bottleneck to improve the efficiency of resource utilization by distributors and retailers.

3, development direction