How Can A Distributor Set Up Your Marketing Team?

Due to the late implementation of China's market economy, the domestic distributor group is still in the ascendant and booming period. Because of the short time of creation, many dealers are still in the stage of "crossing the river by feeling the stones". At the same time, because of the surging surge of modern channels and the flat extrusion of manufacturers' channels, dealers are facing the pressure of pformation and upgrading.

But as a group that promotes the rapid circulation of commodities and promotes the strong development of regional economy, if we want to stand out in the competition of "a thousand armed forces across a single timber bridge" and become bigger and stronger, especially to effectively fight against "foreign invader", we must introduce the modern marketing concept, set up our own marketing team, create a marketing Iron Army, and enable ourselves to remain invincible in the fierce market competition. After all, the future market competition is, in the final analysis, the competition of talents, but also the competition of the team.

How do distributors build their own marketing teams?

Suggestions can be made from the following aspects:

The composition of team members.

At present, the marketing team of the distributor is composed of relatives or relatives of relatives, relatives and relatives. The group is formed at the early stage of the development of dealers, because the business volume is not large and the operation mode is simple. Therefore, it does not show much negative effect at the beginning.

But with the rapid development of dealers, such a single staff structure will be bound to the development of enterprises.

The most obvious embodiment is that enterprises should standardize, and those members who have made contributions to the development of distributors have made great contributions to the development of dealers. Because of their own quality and the original lack of management, once standardized and institutionalized, they will immediately become discomforting, which will even conflict with professional managers who have entered or introduced later, or even get out of business, resulting in bottlenecks in the management of enterprises.

Therefore, as a distributor, we should try to maintain a reasonable allocation ratio in the composition of our marketing team. We recommend that our relatives and friends and foreign personnel should at least maintain the 4:6 ratio. Our relatives and friends will be less and less developed with the development of the enterprises. We should eliminate the phenomenon of "being well paid" or "not working" in the enterprises. We may discard the imbalance and injustice that may result from them, so as to remove obstacles and constraints in the development of enterprises.

In terms of age composition of the team members, it is recommended to maintain the 3:7 system, that is, the number of people in the key management positions and the older salesmen who are over 30 years old can account for 30%. 70% of the employees still rely on more aggressive and passionate young salesmen, and can be kept at 5:5 in terms of gender composition.

There is an old saying that men and women do not work hard. The proper proportion of men and women can stimulate team vitality. At the same time, because women marketers are careful and have strong affinity, they are more convenient for product promotion and good customer relationship with downstream channel customers.

Recruitment channels.

It is necessary to break the way of relying solely on relatives or introducing friends and relatives to form a team. There are many advantages in this way, such as relatively high fidelity and relatively reassuring, but it is easy to fall into the embarrassment of "please God is easy to send God". It is easy to accept an employee, but if it is found inappropriate or unsuitable, the next thing will be difficult and dismissal. It is embarrassing to let the relatives or friends or they introduce it. It is very embarrassing to let it go. Sometimes, it is "abusing the whole number", and it will likely affect other highly motivated members of the team. As a distributor, if you want to set up a desirable marketing team,

How to do it, in fact, it is not as good as opening channels, in addition to the introduction of friends and relatives above, but also through the formal talent market channel to recruit, although this way, because the strength of the dealer compared to the general advantages of the enterprise unit is insufficient, but as long as honest and honest, courteous and wise, this channel can still play a role in the many times.

After all, in recent years, the employment situation in the talent market is becoming more and more serious, and the expectation of talents as a unit has begun to decrease and become more and more practical.

Thirdly, it is also feasible to introduce the cooperative marketing personnel through cooperation.

Factory marketing personnel have a wide range of contacts, there will be a lot of friends who do marketing, and even they are familiar with the marketing staff of competitors. Therefore, by "watering by drains", they can sometimes find suitable marketing personnel. What's more, some dealers directly dug the salesmen of factories through high salaries, which is also a good choice.

Personnel use principle: in the use of marketing personnel, dealers should be guided by a principle: horse racing does not match horses.

After developing to a certain stage, dealers must introduce professional managers.

Therefore, in employing people, we must establish our own system to make the best use of our talents and make the best use of them.

First of all, no doubt about the use of people.

Many dealers are not able to retain people, sometimes with their own ideas have limitations.

They want to make them work hard and work hard, but they are afraid of losing control and bring losses to themselves. Under such circumstances, it is unavoidable to be afraid of employing people. Therefore, some professional managers who are relatively experienced in the world will feel awkward and unhappy.

If dealers want to avoid this misunderstanding, they must let go of their ideas and establish a relatively sound management mechanism of responsibilities and rights in the light of the principle of authorized control.

It not only enables these professional managers to play a platform, but also does not control them, and brings losses to the market.

Second, success or failure based on performance theory.

If people do not suffer from inequality, they will suffer injustice.

As distributors, they must not be able to eat large quantities of food in the face of their own team members (relatives and friends) and outsiders. We must make reasonable payments for enterprises and the market, and create a fair, open and fair competition mechanism to enable competent people to play as much as possible.

Third, avoid relatives and avoid virtuous.

To your relatives and friends, it is not impossible to reuse, but if you have the ability of a friend or a friend, you can be competent for a certain position, and then let it take the heavy burden, so that you can truly serve the crowd. But you should not let the relatives and friends who occupy the toilet do not shit, do not learn and have no enterprising spirit to play an important role, otherwise, a rat will ruin a pot of soup, so that the whole team will die hard.

Innovative ways of retaining people.

As a manufacturing enterprise, it can rely on a large platform to retain people, but as a strength, the smaller scale dealers do not have this condition.

But dealers can also improve their internal and external environment and build platform to achieve the purpose of retaining people.

First, we must have a strategic vision and not be short-sighted.

Many dealers, for many reasons, always hold realistic expectations for professional managers. They fantasize that they can bring their own financial resources quickly. Once the short-term goals are not reached, they begin to doubt their abilities. Finally, people will not have to go away.

Second, foster strengths and circumvent weaknesses.

Many dealers often lack in management ability or professional marketing ability, and through other people's strength, they can achieve the purpose of effective management.

But if dealers want to better retain people, they must create a relaxed, harmonious and warm atmosphere for enterprises to keep people. They must use a common sense, take advantage of their strengths, avoid weaknesses, and use magnifying glasses to see the advantages of team members, so that they can be calm, better get along with professional managers, and enhance the loyalty of salesmen.

Third, platform stays.

Dealers may not give more to the real material interests, but they can provide a broader platform to provide a bigger space for them to better retain people.

Fourth, keep your vision.

As a distributor, we should constantly give the marketing staff "cake" and constantly show the bright future of the enterprise, so as to attract marketing personnel to fight for the enterprise with heart and soul, and also achieve the purpose of retaining people.

For example, some distributors pay dividends through the year-end. The larger dealers can save people by way of stock, but avoid the situation that they want to whip fast cattle and do not want cows to eat grass.

In short, if a distributor wants to set up his own marketing team and enhance his core competitiveness, he must employ his own way to recruit and use marketing personnel, so as to reasonably retain people through innovative means, so as to achieve greater success by creating his own wolf team and actively participating in market competition.