The Crux Of Distributor'S New Product Promotion

When the enterprise takes pains to launch new products for the market, it finds that although the distributor has the intention to promote new products, the new product sales are just lifeless. What is the problem?

Dealers are accustomed to distributing goods in large quantities through their existing network, but often ignore the new customers who are faced with different customers.

For example, the target customers of middle and high grade instant noodles are mainly concentrated in urban areas and economically developed villages and towns, but dealers sell goods to poor villages and towns.

As a result, some target customers have no access to new products, and the channels that they do not need are filled with new products.

This is usually caused by the dealer's unconscious.

Because they do not have the habit of serious analysis of the characteristics of the product and target customers, let the goods go down naturally.

This not only delays the time for new products to enter the growth period, but also creates a large number of channel returns, which can destroy dealers' confidence and even lead to the death of products.

Countermeasures:

When the new product is listed, first of all, it is necessary to define its positioning and target customers, and which channels do they usually buy products?

Then lock in the channel for targeted distribution and publicity.

For example, small grams of dry noodles, the most ideal channel should be small retail outlets around the school.

　　新品鋪貨中的習慣性錯誤 

Improper distribution of new products by distributors is often the chief culprit that leads to the failure of the product to "die before it is finished."

The main manifestations are:

1. conflict with strong brands.

Many enterprises introduce new products based on competition strategy, so the new products are closer to competing products in terms of location, specifications, quality and price.

But many competing products are already strong brands in the locals, and consumption habits and product pull have been formed.

At this point, the new products directly directed at the strong regional products will inevitably be blocked by their strong efforts.

Countermeasures:

"The enemy is weak and I am strong, the enemy retreats me into". In the weak area and channel of competing products, we should concentrate on the advantageous resources, train the two key batches, increase the intensity of the distribution, and turn them into their own strong regions and channels.

At the same time, on-site sales and publicity activities should be carried out in the areas where target customers are concentrated, giving priority to providing quality services.

To attack the mature brand's strong channel, enterprises should concentrate resources to carry out single point breakthroughs, strengthen the competition of selling points of target customers, divide and encirclement, and gradually take advantage of the inferior position of competing products (such as low channel profits and poor service).

Enterprises and distributors must concentrate several times the resources of competing products and make preparations for a protracted war.

However, in the early stage of operation, it can interfere with the strong areas and channels of competing products, distract their attention and influence their deployment, such as "ready to attack the region", or selectively promote the two batches of competitive products.

2. use the idea of running old products to spread new products.

Many dealers like to save time when new products are on sale. When new products arrive, they immediately use their existing channels and customers to direct the goods with the old ones to several large batches.

To make matters worse, they sell new products on credit.

You know, the second batch of business is better, busy every day selling goods, mature old goods can be sold without effort, new product sales still need to pay lip service to introduce, there is not much sales in the early stage.

Although the profits of new products are slightly higher, dealers do not care about them.

After a certain period of time, when the enterprise calls the dealer to consult the new product sales situation, the distributor will sentence the death penalty to the new product on the grounds that "the product is not good enough to sell and the family does not want to."

Countermeasures:

The new paving market should follow the Pyramid principles: laying emphasis on the bottom of the tower and the bottom of the tower, the closer to the bottom of the tower, the greater the intensity and breadth of the market, and the best way to make the cash available.

For example, dealers should be asked to avoid the second batch of goods, and the emphasis should be placed on small batches and terminals (especially those close to the target customers).

The second batch is generally poor in business, free time, and relatively high price difference for new products.

Although sinking channels can make higher cost for enterprises and distributors in the early stage, the market will be more solid. Once the terminal and small batches of goods are duplicated, they will pull the second batch of active purchase.

3. pairs of two batches "blossom everywhere".

Some dealer networks are quite developed and perfect. They hope that the new products will become popular in the market. They always want to "catch all the two batches", plus manufacturers blindly pursue the new product distribution rate, so within a few days, new products can be seen everywhere and truly "everywhere".

In fact, the risk is greater.

The two batch wants to earn some difference when the price of the new product is not pparent at the beginning of the market, but when the new products are everywhere, enthusiasm will be lost.

If there are two batches in advance, the other two batches will give up new products because of the premature pparency of new prices.

As a result, the new product has no firm foothold and has withdrawn from the market.

Countermeasures:

When new products are listed, dealers should make use of their usual accumulated experience to identify which two batches are willing to contact new products, and which two batches are more stubborn.

Selectively, in some towns and wholesale markets, find the two batch of new products that they like to promote, so that they can actively promote and form a rally, and then further expand the number of the two batches.

　　極度缺失的市場推廣能力 

Many enterprises launch new products, and they start to divide the sales system into indicators: how many boxes are sold for each department, and then they are decomposed into each generation agent and distributor.

So when the industry came to the market, the product blew like a flower, and the dealer somehow pulled the goods home.

The promotion of new products is different from the old ones. It requires distributors to come up with reasonable promotion plans and implement them, such as how to train salesmen and vehicle personnel to focus on promoting new products, distributing channels, setting prices, setting sales promotions, and conducting examinations.

But many dealers are often unable to do so, and the market operation is very arbitrary: the price is random, the sales promotion is watched by people, and the execution of the project is to some extent unsatisfactory.

What's more, manufacturers that support new products are supported by others.

All these make the promotion of new products very passive.

Countermeasures:

Explain the characteristics of the new product, location, target customers and other related information to the dealer, help dealers identify the target groups and channels in their region, and assist dealers to come up with a feasible new product promotion plan.

If possible, centrally train the dealer's business personnel, and supervise the dealers and their business personnel in the actual work to carry out the plan.

Dealers who sell new products without authorization should be given severe warning and necessary punishment.

The best way to prevent beforehand is to arrange the printing out of the text after discussing the plan with the dealer, and then hand it out or supervise the distributor to distribute it to the two batch or terminal.

　　無效的業務員激勵方案 

Many dealers are either dead wages when formulating salesmen salaries, or when they are making sales commission, there is no difference between new and old products, and there is no profit margin.

As a result, salesmen will sell those best-selling products that do not need two batches.

For new products, I am glad to push them forward. Some even suggest that dealers do not sell such products.

Countermeasures:

When new products are put on the market, enterprises will usually give dealers more profit margins than the old ones (unless they are sacrificing products).

Manufacturers can also directly provide some incentives to dealers' salesmen, such as sales volume, new product promotion special award and promotion to business opportunities for manufacturers.

The proportion of sales commission of new salesmen can be determined according to the profit margin between new and old products, and the average profit of the trade products that dealers can get. Generally, the difference of 10%~50% is appropriate, and the margin of industry difference is obvious.

For example, a dealer receives a new instant noodle product. The profit difference between the new product and the old product is 0.5 yuan / piece, so the ratio of 0.05 yuan to ~0.2 yuan / piece is appropriate.