Empathy To Reduce Dealer Returns

At present, because many manufacturers do not have a good way to deal with the return of distributors, the return and replacement behavior is increasingly becoming the burden of manufacturers.

For example, because the risk of pressure on goods is borne by the manufacturer, dealers often spend a lot of time in the busy season to hoard goods and distribute goods in large quantities. In the off-season, a lot of returns are returned, which seriously misleads manufacturers' production decisions, raw materials procurement, etc.

Then, how to prevent returns and how to make reasonable returns? How should enterprises cope with this situation?

Dealers bosses have been thinking about how to pfer operational risks and operating costs to manufacturers, that is, how to maximize their interests and minimize risks.

Around this guiding ideology, dealers bosses actively develop their thinking and develop their creative thinking. Sometimes they work together to observe and study the way of manufacturers, and invent various strategies for confronting manufacturers.

The return problem is just one of them.

Of course, for the manufacturers, if the dealer bosses become smarter and start to master more ways to pfer the risk and cost to the manufacturers, the profits of the manufacturers themselves will be further reduced.

If you stand outside the manufacturer, look at this problem.

In fact, it is not so complicated and difficult to solve. First of all, the best solution to the problem is to prevent it.

Then, to solve this problem, it is necessary to change and adjust the whole system instead of the technical change in one or two points.

Analysis questions:

First of all, we need to thoroughly investigate the root cause of the reason for the dealer's return, and see whether it is a matter of the dealer's operating level, whether it is a matter of mentality or a matter of capital.

However, according to the author's experience, the scientific operation level of dealers is generally not high. Low level operation has led to the variation of management mentality, which is the main factor.

Because dealers do not directly face consumers, the goods that come out of dealers are mainly sold to the two group of retailers and retail outlets. The source of returns is also here, mainly because these two groups of retailers and retailers have returned the goods that can not be sold to the distributors after the peak season.

In fact, from the point of view of dealers themselves, they do not want to be so upset.

This must first consume a lot of manpower and material resources to carry out the distribution. After the peak season, customers will have to accept the return of the lower customers. Then they will have to work hard to return the goods to the manufacturers. The dealers will also lose a lot of operating costs. From the point of view of business operation, no one is willing to make such a mess. The key reason is that the dealers themselves have no way, or there is no good way to avoid the return of the subordinate customers.

Let's think about it from another angle. If manufacturers can help distributors do overall market sales forecasts and analysis of sales situation of subordinate customers, be aware of them and guide distributors to distribute goods to subordinate customers with targeted guidance.