Eight Skills In Coordinating The Relationship Between Agents And Manufacturers

There are many metaphors in the relationship between manufacturers. The manufacturers and provincial general agents are "husband and wife relationship". They are labial relations, honor and disgrace, loyalty and fidelity. The two tier agent is "lover relationship" with the city. They promise to be loyal to you on the surface and secretly cooperate with third parties or parties in order to induce.

Then, what is the essence of the relationship between manufacturers?

How will our agent deal with the manufacturers?

In fact, the interest community relationship among manufacturers is a manifestation of the overall view, but sometimes it is often vague and dynamic in the agents. This is a fact without doubt. Especially in developing small and medium sized agents, it is necessary for the manufacturers to become "husband and wife relationship" in the future.

We must have a correct understanding of this point.

And anxious to eat hot tofu, what should I do?

At this time, we might as well go out of the "good prison" of a good manufacturer in the eyes of businessmen. Instead, we should give ourselves a proposition of "good agent in the eyes of manufacturers", and reconsider their own "requirements", and then think about "launching" their ways and means.

The success rate of "request" is much greater than that of "unilateralism" after sorting out and filtering through empathy.

That is to say, if we can carefully and comprehensively consider each other's interests and common interests before we make the request, it will be very helpful for our agents to achieve their goals.

First, it can change the working attitude of agents and make us "more".

In the past, agents only started from the interests of unilaterally and unilaterally manipulate their own abilities. They were under consideration and win win strategy. Sometimes they even knew that they were "ten take nine unstable".

Second it changed the way in which agents negotiate with manufacturers so that they can "get" more skills.

It is not only bad for manufacturers to attach importance to these methods, but also to harm the development of cooperative relations.

Even in foreign capital brands, which are famous for their norms and orthodoxy, there is still a certain element of human control in the operation of the foreign brands. Therefore, how to "policy", how to get proper or even additional attention and support is really a knowledge.

Next, I would like to talk about how agents deal with the manufacturers.

Party concerned

In the relationship between manufacturers, agents are most concerned about: higher profit protection, specifically speaking of the level of rebate, whether the product can be returned, whether advertising can be returned, advertising support, whether it is complementary to the inventory products after price reduction, various promotional support, whether the product can be processed in time or not, and so on. Greater regional agents, more policy preferences, etc., and manufacturers are most concerned about: maximizing the profit of the largest sales volume, minimizing the cost of the largest sales volume, and effectively reducing the marketing cost through the good strength of the agent.

Such as: strictly abide by the market rules set by the manufacturers, and have great loyalty to the products of the company. The cooperative agents have mature networks, strong distribution capabilities, the implementation of various promotional policies for manufacturers, and the investment in the sale of our products.

Learn how to change places with manufacturers

Transposition thinking to understand the strategic intentions and deployment of manufacturers.

Market intensive farming is the choice that manufacturers have to face. As agents, we must clearly understand the trend of market development.

On the one hand, we should cooperate with the manufacturers in the intensive cultivation of the market. On the other hand, we should let go of the areas that we are unable to operate, and not be satisfied with our pride.

In fact, many smart agents have realized that with the meager profits, the secret of making money is to carry out intensive cultivation of the market around a certain radius of pportation, instead of doing cost accounting to run hundreds of kilometers to deliver goods, and then complain to the manufacturers that they have made a terrible loss.

Because as a businessman, how to reasonably compress its own operation cost is our agent's own business. The manufacturer has no obligation to help the agent to bear the unreasonable cost which is higher than the average cost.

Don't step on a few boats.

The reason why manufacturers oppose their agents' competitive products is that they compete for products of their own.

Many manufacturers have explicitly informed the agents that they should not operate concurrently at the same time, or they will be punished accordingly until the agency is revoked.

If some agents operate two or two conflicting brands at the same time, it will obviously cause the dispersion of resources, which no manufacturer wants to see.

Moreover, this will lead to the bad situation of all manufacturers' products, and this is also a situation that every manufacturer does not want to see and most dissatisfied with.

Because manufacturers invest part of their resources through agents, while improving their brands attracting customers, they also enhance their brand image and expand their customer base.

Therefore, manufacturers do not want their investment to be shared by other competitors.

A powerful factory will not rely on an agent who only sees temporary interests, feet on several ships and has a history of frequent job hopping. Therefore, as an agent, we must be conscious of this.

Foster mutual trust relationship

For a factory with long-term interests, it is more willing to cooperate with agents who have established trust relations, deserve long-term support and long-term dependence, so that agents can provide competitive products and long-term, guaranteed and perfect after-sales service for users, thus highlighting the brand image of both sides.

This kind of vendor relationship can resist risks and tide over difficulties in the face of market changes or one of them encountered difficulties. At present, this practice abroad has gradually been accepted in many industries in China.

Establishing common goal system

From the point of view of agents, agents pursue the most preferential sales policy, and manufacturers pursue the biggest support of agents to expand the market, so as to reduce the marketing cost.

It is not difficult to see that agents are the keys for manufacturers to open the local market and the bridge between manufacturers and the terminal market.

As the relationship between agents and manufacturers, they are dialectical and unified.

Therefore, both sides of our manufacturers should establish a contractual marketing network system based on long-term contracts, and seriously define the responsibilities and obligations of both sides.

That is to say, the two sides will work hard for the common goal, which should be adapted to the solution of long-term problems.

Learn to communicate with feelings.

Emotional factors always occupy a very important position in China's interpersonal communication.

Agents can not avoid this in their interaction with factory managers.

The smart agency will work hard to get the favor of the manufacturer from the outside interests, and it should really do that.

Because they understand that establishing good interpersonal relationships, especially the personal relationship between managers at the manufacturer level, can improve their regional sales performance very well, and the managers of the manufacturers will also support themselves more.

This has been proved by the experience of some successful enterprises.

For example, a regional manager of Gujing Gong liquor company often describes his relationship with his agent: "I like him.

We have established a personal relationship.

We can always solve major problems actively.

The core of many problems is people's attitude and personality. Therefore, we are very frank.

In fact, the diplomacy between big powers in the world also attaches great importance to the communication and attraction of personal charm among leaders.

We must respect factory workers.

Some agents have made some achievements because of their long cooperation time. The previously assigned business personnel were promoted by the manufacturers, so they did not respect the existing management personnel.

Asking for direct reporting work directly to the boss and senior leaders. There are things that do not communicate with the existing management personnel, and even often make rude remarks and personal attacks on the existing staff.

The work of the existing personnel is almost impossible to carry out, but in desperation, the act of "I can find you before I die".

The agent must understand that establishing good cooperation relationship with the business personnel is one of the signs of good cooperation between the manufacturers. At the same time, the most business people who deal with the agents are the business people of the factories and have a good relationship with them so that they can do their best to serve themselves well.

Regardless of the size of the matter, the agents who report to the boss and senior leaders will actually be very passive, and do not say that they will be nervous about the relationship with the business personnel. They will not get anything or even lose the agency right, because in the larger management and regular business, bosses and senior leaders will not interfere with the normal management activities of the business personnel in accordance with the relevant systems.

Follow the business philosophy of the manufacturer.

As a common view, the agent is the manufacturer's customer, but in fact, the two parties are partners.

Agents gain profits by selling products and services provided by manufacturers, and at the same time improving their reputation.

Many agents tend to focus on getting more promotional fees, rebates, credit sales and market protection from the manufacturers, while the truly smart agents support more business ideas, management ideas, sales methods and after-sale services from the manufacturers, focusing on improving their strength through continuous learning and practice in the process of cooperation, and making their own things better. Manufacturers will be more trusting and relying on them so as to deepen bilateral cooperation.

Generally speaking, the relationship between the two sides will be adjusted from the observation period of the initial stage of the cooperation - the two sides to the adjustment period - to adjust the relationship and related policies, and finally enter a long-term cooperation period.

While investing and supporting the market and agents, manufacturers will also require agents to invest equally in capital, human resources, customer relationship and market promotion.

A qualified chamber of Commerce recognizes the value of such investment and will eventually bring about a reasonable return.

Understand manufacturer's strategic planning and market integration intent

Due to the increasing market competition, many manufacturers have to compete for pressure and have to decompose the channel.

Market decomposition.

Channel compression has created conflicts for many agents.

Because many agents in the early stage of market operation, manufacturers generally give their sales area larger, but because of their own resources constraints, the market can not be further refined operation, thus leaving many gaps for competing manufacturers.

And agents are unwilling to allow manufacturers to divide their sales area, so many agents boycott the channel decomposition behavior of the manufacturers, and even pose personal threats to the business personnel of the manufacturers, which ultimately leads to the loss of the agency's rights instead of the areas that the manufacturers give.

For example, a wine manufacturer's Lianyungang customers, whose original sales area is the whole area, has a monthly sales volume of more than about two million, ranking the top three in the sales volume of the wine at that time. However, in order to resist another competitive attack, the market found that the customer's network could not cover the whole area through market investigation. Many markets could not see the product of the company, and the manufacturer decided to decompose it. However, the customer refused to cooperate. The result was not only the company's market decomposition, compensation and decomposition of the sales area, but the loss of the company's product proxy.

In short, manufacturers like agents to understand and accept their business philosophy, have a good reputation, have the ability to sell according to the requirements of manufacturers and provide good after-sales service, and try to approach the terminals of channels, willing to accept manufacturers' management of channels.

And the strategic partnership marketing relationship between continuous cooperation and mutual trust and understanding will bring about sustainable market operation, and sustainable business will bring both permanent benefits to both sides, so as to realize the integrated operation of risk sharing and benefit sharing.