Eight Steps Of Dealer Visit

Many times, we can see that some small and medium-sized enterprises are following the way of large enterprises to operate the market, pay high salaries to dig talents, do pre-sale training, emphasize the rate of distribution, vividness, attach importance to employee visits to the terminal customers, professional steps, assess the executive power, and do process management.

It is believed that this way can quickly open the market and generate sales volume. After putting in a lot of manpower, material resources and financial resources, the market performance has improved rapidly, but there have been more problems in the later stage management, which has led to the failure to carry out the work normally and make the foreshadowing of the previous stage.

The most common and troublesome part of these problems is dealers' non cooperation.

Often hear the salesperson complain, find the dealer is very incompatible with our work, will not buy all the goods, often broken goods, from the customer there, exhausted orders, because he was not promptly delayed delivery.

The original product was already very profitable at the cost of two yuan per piece, but he added 5 yuan. The purchase of sales promotion last month did not follow the plan.

Dealers also have their own voice:

1, "your brand is not known, it doesn't turn fast. Why do you stock so much?"

2. those single products are already dangerous to expire soon, and let me buy them.

3, let me deliver those boxes to a small box, not enough for the car.

4 last month, you said that you would do something for a large KA store.

But there has been no movement. People say they will clear up if I don't do it again.

5 the accounts owed by those small families have not been settled for two months, and you are not in a hurry.

Such a big difference between the two sides is sure to have an impact on the market's next playground.

The most frightening thing is that the middle level leaders of the company only listen to one side of the story, or think that the salesperson is incapable, or the dealer is not strong enough to start changing the salesmen and distributors frequently.

To avoid this phenomenon, we require our salesmen to manage distributors in a more professional way.

In fact, dealers are providing us with a competitive arena. Every manufacturer is a dancer. Whoever jumps better will bring more viewers (terminal customers) to earn more ticket revenue (profits) for the owners (distributors), so as to win the trust of the owners (distributors) and give you more time and space to play.

The key is that you are not a famous actor (famous brand), and the choreography is not original enough. How can we win the hearts of distributors?

First of all, we need to think about the business of distributors, see their business as a business and understand the needs of distributors.

1. greater profits;

2. control (or maintain) terminal network customers through our products;

3., learn more advanced and scientific management concepts and market operation methods.

4....

Then we will focus on these points.

The second is to avoid some unfavorable factors that affect the profits of dealers, such as:

1. excessive risk of inventory pressure;

2. rebate cash, reasonable control and disposal of spot products.

3., help dealers and terminal customers to maintain customer relationship and account management.

Finally, we should also monitor some of the dealers' bad faults and correct them in time.

Such as:

1. delivery, service neglect

2. interception of market charges.

3. the sale rate of new products is high.

4....

Many times, it is not our salesmen who do not work hard, nor are they not powerful or cooperative, but lack effective communication in the two sides' cooperation. They do not share their responsibilities and only emphasize their side.

In order to better cooperate, the factory should take the initiative to strengthen training for salesmen to manage distributors, implement steps, find problems of differences of cooperation and solve them one by one, and finally win the trust of dealers, so that he can cooperate with us better.

Eight steps for dealers to visit

First, work plan, work plan for the company.

When I visit a dealer, I would like to talk with him about the latest work of our company.

Our company's work plan is to produce a new product this week. You need to enter the safety stock and provide personnel and vehicles. Next week we will develop catering channels, and perform an outdoor performance at the largest KA store in the world, and buy a gift of exchange.

Actually, it is the most important thing to do a work plan for a dealer, because his work procedure is basically disorganized. We help him do the analysis instead of directing him to work, but instilling a more effective and time-saving working method and procedure.

1. urgent and important should be done as soon as possible.

2. important and urgent should be done well.

3. urgent and unimportant things should be done skillfully.

4. no emergency, no matter what should be done.

Maybe the dealer began to disparage what you said, but inculcate for a long time. Once he adopted and succeeded, he would admire your professional skills.

This requires the salesman not only to have the ability to work plan, analyze, predict and summarize, but also to have more insight into the work procedures and contents of distributors, find his omissions, and give him appropriate responses.

　　二、 價格，促銷傳達 

The salesperson should make a monthly price, promotion execution form, and the price for the month, and put up the sales survey sheet on the wall of the distributor to prevent the dealer from raising the price rate too high or failing to implement the sales promotion.

Salesmen should also record the purchase quantity and rebate of low price goods this month. Once the distributors complain about low profits, this is a good persuasion weapon, and when the price of the competing products is high and the sales promotion is lower than ours, we can give the dealer the confidence to make our products.

In addition, the salesperson should also remember the promotions of the other main brands and competing products that the dealer has made. It will give him some shock when he reads it out from time to time, so that he can understand that my business is concerned about his other products and is really thinking about him.

　　三、 進銷存表更新 

The salesperson should set up the sales Invoicing report form and make professional inventory management.

A dealer often does several brands, and does not have more time and energy to pay attention to each other. When a product that sells a good item or fails to sell goods is too large, he will think that it is caused by your order, which requires you to arrange your stock according to the safety stock (up to date stock + previous order - current stock = safe stock). Every time you visit a distributor, you need to update the invoicing report.

If you manage your purchase and sale, you will be qualified to comment on other brands of inventory.

　四、 即期，殘品處理 

Dealers do your products, there will be instant goods, defective products, whatever the cause, we should pay attention to it.

For example, the reasons for the company, immediately change, deal with.

It is caused by terminal customers. Dealers are forced to switch, and they must also find some expenses and fast channels to digest them.

It was the dealer himself who created it. We agreed to change it only by a few percent.

After processing, let dealer make a receipt and buy our account.

In fact, in peacetime work should be told him some inventory management, goods handling should pay attention to matters.

Finally, keep in mind that all the immediate and defective products that have been processed must be destroyed on the spot. Otherwise, it will take a long time for dealers to take these remarks again.

Dealers do not earn much money to earn your products, but if one or two boxes of goods are damaged and expired, you can imagine what he will say.

　　五、 帳款費用核對 

This step is most important and is directly linked to the interests of distributors. It can be divided into three points:

1. check the receivables, promotion expenses, due rebates and sales volume of distributors and companies;

2. check the prepaid expenses, accounts and rebates of the dealer market.

3. accounts receivable management for dealers' offline customers.

All of the above work must have formal written communication. The two sides sign and confirm that these management is to prevent the company's resources from being embezzled, blocked by dealers, and can not be effectively invested into the market.

But we can't let dealers lose a penny, just a brotherhood.

Checking accounts and expenses should be done regularly. Don't be afraid of trouble.

Once dragging or recording a confused account, it is logical and unclear when it comes to problems. Therefore, financial management is also a test for salesmen.

　　六、 終端網絡維護 

We make the network customer card in order to establish customer relationship with customers quickly, and tap the sales potential of every channel customer.

And dealers do the market is also a enclosure movement, the larger the site, who will take the lead.

It is very important for them to establish a complete customer information.

Therefore, when we set up network customer information, we have better subdivided into regions, channels and sales potential.

When you give him a complete list of customers, he will be grateful.

It also helps a lot in your own work.

　　七、 市場客情反映 

In order to correct dealership's delivery of goods, service, whole item purchase, promotion expenses, spot product replacement and product price increase, we record every problem every time we visit the terminal customers, and return to the dealer's office to explain to him.

Tell him that if you don't correct and deal with it in time, you will soon lose the trust of your customers and lose confidence in your other brands.

At the same time.

Take some market opportunity discoveries back, share with distributors, study as distributors' marketing consultants.

　　八、 工作業績回顧 

After every market work is completed, we should exchange and review some successful places and distributors.

For example, tell him, "you see, the last time you changed a few bottles of instant goods for A customers, this time people set several more items, and praised your service.

Last week, our company promoted sales, and every customer enjoyed it. Compared to that, 200 more goods were sold, and you earned 500 yuan more. "

Performance review is also an important part of distributor's work. He can clearly let dealers know their strengths and weaknesses.

This period of time is how much money our product has made, how many new customers we have developed, how much it has increased, how it has increased, and how to improve it.

This requires manufacturers to have accurate sales figures, divide time, separate products, and make a sales volume growth curve schematic diagram, according to SWOT (strengths, weaknesses, opportunities, hazards) and dealers review analysis.