In The Post Terminal Era, How Do Dealers Change Their Tracks?

There is a special group that often has to face the terminal. Their name is dealer.

In the "post terminal era", how can dealers change the track?

What to do to subvert the hegemony of shopping malls, supermarkets and other terminals?

My answer is only one thing, that is to increase their service strength.

That is to increase the added value of services.

Now, from a national perspective, dealers and retailers have encountered many problems, but the problems are common.

The first problem is that its requirements are getting higher and higher, and more and more unreasonable.

The second problem is that sometimes there is no payment on time.

In fact, the rule of the market economy has always been: it is not a big bully, but a big customer.

In my opinion, to solve these two problems, dealers must first improve their thinking and judgement.

The second is to increase the added value of your services.

We stand in the perspective of retail enterprises in the "supplier management" of this piece.

At present, retail enterprises are gradually realizing the importance of supplier management.

In the past, in these enterprises' consciousness, how much is the cost of the supplier and how much is the charge?

But now care is more and more meticulous, for example, your personnel's ability to cooperate, your output efficiency, the arrival rate of your personnel distribution and so on are very meticulous assessment work.

What is the core of your dealings with business super?

The core is a word called "customer demand management", that is, what is the demand of retailers?

In fact, there are four aspects of business demand.

The first is interest demand.

This is the most important thing.

The second aspect is the process requirement, how do you connect with him?

The third requirement is knowledge and information needs of retailers.

If you can tutor him, his intimacy will increase.

The fourth aspect is an emotional need.

So, how do you satisfy these four needs?

So you need to think.

For example, the first problem is that the cost of it is getting higher and higher, and more and more unreasonable.

You think about what he needs.

That is to say, what is the demand of every supermarket and store and what is the purpose behind it?

The operation mode of WAL-MART and Carrefour is different. What WAL-MART requires is selling gross profit and making money when selling goods.

Carrefour's model is not that he is making money in the channel, that is, he keeps the normal gross profit in the extra cost.

So, analyze the status of each business super, what is his real demand and intention, and then adjust his strategy according to these.

For example, when you look at your recent poor sales, you will be asked to pay a lot of fees to ensure his interests. Then you have to consider whether you can increase your profit to make up for your high cost or increase sales to ensure super sales.

Only when you understand the real needs and intentions of business super, can you deal with it calmly.

The second problem is that many dealers say business settlement is more difficult.

Have you provided a value-added service item, such as commodity category management?

Commodity category management is a job that retailers themselves have to do, but retailers do not do it, but a tool for Procter & Gamble to help retailers.

If you know the management of commodity category, you can analyze ahead of time, which items you sell, which are not good to sell, and which are not good to sell.

To ensure that our sales in every business super market, whether in excess or gross margin, can be the top two suppliers.

In fact, Shang Chao hopes to cooperate with such dealers.

If you sell your products to business, you will not be asking questions. If sales are bad, it will affect the business performance. He will not be afraid to offend you because your contribution is too small.

On the other hand, if you make the top two suppliers, you will make great contributions to him, so he will not dare to press your money.

There is a special group that often has to face the terminal. Their name is dealer.

In the "post terminal era", how can dealers change the track?

What to do to subvert the hegemony of shopping malls, supermarkets and other terminals?

My answer is only one thing, that is to increase their service strength.

That is to increase the added value of services.

Now, from a national perspective, dealers and retailers have encountered many problems, but the problems are common.

The first problem is that its requirements are getting higher and higher, and more and more unreasonable.

The second problem is that sometimes there is no payment on time.

In fact, the rule of the market economy has always been: it is not a big bully, but a big customer.

In my opinion, to solve these two problems, dealers must first improve their thinking and judgement.

The second is to increase the added value of your services.

We stand in the perspective of retail enterprises in the "supplier management" of this piece.

At present, retail enterprises are gradually realizing the importance of supplier management.

In the past, in these enterprises' consciousness, how much is the cost of the supplier and how much is the charge?

But now care is more and more meticulous, for example, your personnel's ability to cooperate, your output efficiency, the arrival rate of your personnel distribution and so on are very meticulous assessment work.

What is the core of your dealings with business super?

The core is a word called "customer demand management", that is, what is the demand of retailers?

In fact, there are four aspects of business demand.

The first is interest demand.

This is the most important thing.

The second aspect is the process requirement, how do you connect with him?

The third requirement is knowledge and information needs of retailers.

If you can tutor him, his intimacy will increase.

The fourth aspect is an emotional need.

So, how do you satisfy these four needs?

So you need to think.

For example, the first problem is that the cost of it is getting higher and higher, and more and more unreasonable.

You think about what he needs.

That is to say, what is the demand of every supermarket and store and what is the purpose behind it?

The operation mode of WAL-MART and Carrefour is different. What WAL-MART requires is selling gross profit and making money when selling goods.

Carrefour's model is not that he is making money in the channel, that is, he keeps the normal gross profit in the extra cost.

So, analyze the status of each business super, what is his real demand and intention, and then adjust his strategy according to these.

For example, when you look at your recent poor sales, you will be asked to pay a lot of fees to ensure his interests. Then you have to consider whether you can increase your profit to make up for your high cost or increase sales to ensure super sales.

Only when you understand the real needs and intentions of business super, can you deal with it calmly.

The second problem is that many dealers say business settlement is more difficult.

Have you provided a value-added service item, such as commodity category management?

Commodity category management is a job that retailers themselves have to do, but retailers do not do it, but a tool for Procter & Gamble to help retailers.

If you know the management of commodity category, you can analyze ahead of time, which items you sell, which are not good to sell, and which are not good to sell.

To ensure that our sales in every business super market, whether in excess or gross margin, can be the top two suppliers.

In fact, Shang Chao hopes to cooperate with such dealers.

If you put the goods into business, you don't ask, if the sales are bad and the business's super performance, he will not be afraid of your money - because you have too little contribution to him.

On the other hand, if you make the top two suppliers, you will make great contributions to him, so he will not dare to press your money.