Ten Factors Affecting The Development Of Distribution Agents

Why do some dealership agents come to the fore after several years of hard work? And some dealership agents have worked hard for over ten years, and still remain the same, making enough money to support their families?

What causes the gap between dealers?

The author thinks that there are ten main factors that affect the development of dealers at any moment.

1. enterprise values

Speculation, profiteering, and hypocrisy, which can not be displayed on the desktop still exist in the development process of domestic IT dealers.

I once saw a dealer looking for a salesman in a certain area.

The examiner asked the examinees a very practical question: "how do you treat your customers?"

The examinee is a student who has just left the school. He is quick blooded. He replied with the same breath: "integrity, for the sake of customers, for the sake of the company."

Who knows that the examiner was so angry when he heard such an answer that he said, "integrity is useless, and we should learn to flicker, deceive, see people speaking people, tell lies, or do not want to do business well."

In order to adapt to such an environment, some sales staff will do some fooling things when coordinating and communicating with customers.

In fact, most of the last loss is these self righteous smart people.

Deceiving customers for the first time, the second time?

How much does it cost to make up for it?

This is why many good brands are getting worse in the hands of a distributor.

For dealers, in the management of enterprises, there must be a cultural connotation of advocating righteousness, respecting human feelings, reflecting credibility and disseminating correct values.

Gone are the days when a company was declared bankrupt when it was put in a piece of goods or cheated on a sum of money.

Only by properly cultivating the market can the business development be able to save energy and save energy.

2. human resources

Attaching importance to talents and respecting employees is a loud slogan of today's dealers. But how many truly do it?

In Jiangxi, the annual salary of fifty thousand or sixty thousand yuan, such as Siping, South and other household electrical appliance agents, is a common phenomenon. High can get tens of thousands or even two hundred thousand yuan, but there is often the situation of brain drain.

For dealers, products, talents and networks are the basis of their existence. The instability of talents often causes the sales network to be temporarily or partially paralyzed, which is a common occurrence in the marketing field.

The hegemony of individual bosses, the personal heroism within the enterprise and the imbalance of management are all one of the causes of brain drain.

3. system management

The development history of domestic dealers can be summed up in 3 sentences: in 1980s, by courage, 90s by capital, and twenty-first Century by management.

Dealers must have their own advanced marketing management system, and strictly control the consistency, rationality, systematicness and systematicness of execution.

For example, the financial department should not only be responsible for the operation of funds, but also do well in the management of accounts and assist in sales. The Ministry of commerce should not only do well in customer management, but also do well in ordering management and item management. The warehousing department should not only do well in inventory management of best-selling products, unsalable goods and damaged goods, but also timely feedback and feedback. The logistics department should not only be responsible for distribution work, but also know the order planning.

Although on the surface, each department is independent.

But in actual work, we must communicate and assist each other in time. Only in this way can we have the opportunity to pform the original pshipment operators into marketing operators, provide professional service systems for manufacturers and downstream outlets, and become managers and leaders of the market.

4. development plan

Many dealers are eager to act as agents of more good brand products or have greater regional agency rights. But why do they never consider their own capital arrangements and whether the placement of personnel can be in place, can they meet the requirements of manufacturers?

I personally contacted such agents, may take into account the problem of operating costs and profit margins, and try to increase the agency of two brands.

In their view, this can save more warehousing, travel, wages and other aspects of the cost, and a number of brands, a lot of profits, the East can not brighten the West.

Who knows, the number of warehouses has been increased, the business has been added several times, but the benefit has not increased much. Instead, the funds can not be turned quickly, the inventory backlog is not balanced, and the best-selling brands have no money to purchase goods.

The bigger the stall, the higher the profit.

The decline of many well-known enterprises is due to the crazy extension and expansion, resulting in weak main products and declining influence in the market competition.

Dealers should first concentrate their products on the main business, do fine, make them stronger and bigger, and then plan for greater development.

5. product mix

In view of the good use of marketing tools, not only can price wars be prevented, but also the centripetal force of the sales network can be condensed, and the influence of terminals will be strengthened.

Therefore, the most important thing is to consider the combination of products among various products sold by agents.

In this way, sales can not only promote and promote sales, but also make use of the complementarity between products to regulate the turnover speed of goods and speed up the withdrawal of funds.

The more careful the product mix of dealers, the more they can strengthen the channel operation ability, produce scale benefit, save cost and create profits.

6. financial management

At present, many dealers' financial management only stays in the simple bookkeeping of sunrise and sunrise, and the expenses of operating expenses are arbitrary, and the formalities are incomplete, so they can not be reflected through financial accounts.

In the eyes of many dealers, the money they earn can be controlled at will. The only approver is the wife, mother and other relatives.

Most of these approvals are only the role of chief financial officer. As for the salary standards, reimbursement standards, shopping standards and hospitality standards of employees, they are often not considered, and there is no sound procedure and system to control them.

As a result, many dealers sometimes wonder: "I earn a lot of money at ordinary times. How much do I get at the end of the year, except those mixed expenses?"

Therefore, dealers must establish and improve their own financial management system, monthly sales, profit and loss, assets and liabilities, etc., should have detailed data.

Only in this way can we know how much we have earned, how much we have lost, and what aspects we need to reduce operating costs and turn losses into profits.

7. responsibilities, rights and benefits

In the management mode of dealers, it is not difficult to find that the phenomenon of one person using more than one person and multiple jobs is the most common phenomenon.

Unclear responsibilities and responsibilities often result in poor performance and mutual evasion.

In today's increasingly fierce market competition, first of all, we must establish a quality marketing team, to each staff should fully clarify their responsibilities, rights, profits, who sell, who deliver, etc. should be implemented to the people; for cross work, and several people should also be how to assess and so on, to form a comprehensive institutionalization.

In order to effectively mobilize the enthusiasm of salesmen, we can try to decentralization of market policies, let employees have more market operation space, carry out regional market responsibilities and rights hook, so that they really get rid of the mentality of migrant workers, and operate the management market from the perspective of operators, thereby enhancing the cohesion and fighting strength of enterprises.

8. cooperation with manufacturers

Manufacturers focus on sales, and dealers value profits. This is the focus of the conflict between the two sides.

Some dealers often neglect to scale profits for small profits, rather than earn more than a few yuan, rather than small profits but quick turnover.

Manufacturers and businesses complement each other, and will not strip dealers too much profit in order to expand sales, but will not do anything to kill them.

Why did manufacturers introduce monthly sales and annual sales strategies?

This is not only an incentive, but also to protect the profits of distributors, and to make the cooperation between the two sides more harmonious.

9. upstream and downstream network relationship

Dealers should always keep in touch with the interests of retail outlets and take their downstream outlets as their branches to manage and operate.

Dealers can try to manage distribution outlets in the form of shares or affiliate.

No matter how the mode of operation, as long as we have this kind of partner service consciousness, we can form a community of interests with the distribution outlets, so as to avoid the competition between distributors and distribution customers.

Dealers should give maximum support to their strong outlets in terms of manpower, material resources and resources.

The profit of outlets is good, and the profit point of dealers can be more.

10. strength of alliances

In order to avoid the deterioration of competition, a mature commercial wholesale market usually has a special committee to exchange information, exchange ideas, draw up blueprints, coordinate internal contradictions and handle emergencies at a critical time.

The distributor of a single brand, whose market competitive edge is weaker, should take full advantage of the collective strength.

Working with partners who have no conflict of interest to form a brand alliance can serve as a team to deal with problems.

For example, unified negotiation approach, free distribution and delivery, sales promotion support, personnel management and so on. Each project can match each other, help each other, and help downstream distribution outlets together, so that the resource advantages can be fully aggregated to produce greater deterrence, in order to save more resources.