Dealer: Crack The Mystery Of Choosing Agents

In my opinion, many dealers are rather one-sided on how to choose the agent manufacturers. Most of the distributors are most concerned about product prices, credit and exclusive agency rights.

In fact, I think the distributor chooses the agent manufacturer first to understand: whether the market strategy and goal of the manufacturer are in line with the company's strategy and goal (at least the short term goal or strategy). If so, the cooperation between the two parties has a good beginning, and you can easily get the support of the manufacturers. If there is a gap between the strategies and goals of the two sides, and you can not confirm that the gap can be shortened, it is difficult to get the support that you want, and the final results are mostly dismiss.

Different manufacturers, manufacturers at different stages, different regions of the market strategy and objectives are different.

The core of the market strategy is 4P product strategy, price strategy, channel strategy and promotion strategy, and the different market strategies of the manufacturer decide different objectives, roughly two, 1) market priority: its target is sales volume, growth rate, market share two) profit priority: its objectives are profit, profit margin, sales of key products and sales of key customers.

Or both of the two.

Let's talk about cooperation with the first kind of manufacturers first.

Most of the manufacturers who adopt the market priority strategy are the latecomers of the market. In pursuit of sales growth rate, market share and market leadership, their price strategies are often: price war (discount and high year-end return), credit and loose credit policy; channel strategy is often: the maximum use of local distributor's sales network (at this time, manufacturers tend to be extensive management of the channel), increase the distribution rate of distribution channels, mass advertising promotion, etc.

If dealers are also targeting sales growth and market share, they are ambitious to become leaders in the industry in the region. They will sell over 100 million yuan and are willing to invest in market development and channel construction. Maybe the dealer is not the strongest in the industry at present, but momentum and domineering must be the strongest.

The cooperation between them is not only a combination of strength and strength, but also a match between the two.

The cooperation between dealers and manufacturers will undoubtedly enable them to stand on a higher operating platform. Needless to say, manufacturers will give maximum support in price deduction, credit policy, channel distribution, advertising and sales promotion, and because manufacturers have entered the market at first, they have no ability to control the offline channels, and sometimes even agree with your regional agent.

If businessmen choose the right manufacturers to seize the opportunity, it is likely that in a short span of a few years, from weak to strong, from small to large, become a well-known defective ear wholesalers, such examples are too many.

Of course, we should cooperate with the market priority manufacturers. Besides the goals and strategies that are consistent with the upstream manufacturers, dealers should also pay attention to the following points:

First, cherish the opportunity and seize the day: in fact, there is not much time left for the dealer to grow bigger and stronger. In the next 2-3 years, the dealer can grow bigger quickly. It must be the best combination of time, place and place.

Two) take the lead and get the best idea. Manufacturers choose partners in addition to requiring customers to have a certain scale of business, sales network, credit standing, pportation and warehousing capacity.

Therefore, dealers should win the support from manufacturers.

1) showing a positive desire and attitude to cooperate with manufacturers.

2) change "traders" into "traders" (manufacturers like "businessmen").

3) there is a strong desire to be trained by the manufacturers, and actively request the training support from the manufacturers.

4) provide competitors with reports on market dynamics (preferably written).

5) showing brand loyalty.