Four Tools For Dealers To Check And Balance Manufacturers

Between manufacturers and distributors, they can not get rid of the law of "bullying shops, bullying customers and bullying stores".

How can a dealer face a strong manufacturer? How can he effectively balance the manufacturers in the game with the manufacturers? Can he maintain effective and smooth cooperation with the manufacturers, and avoid falling into the nose of the manufacturers?

    把握終端掌控力

The sales terminal is undoubtedly the most powerful weapon for dealers and manufacturers to have the conditions, so the ability of dealers to control the terminal is very important.

The deep distribution of a company is that its business personnel gradually penetrate into the terminal of the distributor. If the cooperation between the manufacturer and the distributor breaks down, the manufacturer will soon find a new distributor or set up an office to take over the market and pfer the terminal.

This often causes the original distributor to have nothing and sigh.

Therefore, wise dealers often control the terminal in their own hands, so that the sales terminal will follow their own business rather than follow the brand of the manufacturer.

Dealers' control of the terminal depends mainly on the following aspects: first, dealers must rely on personal charisma, strength and influence to influence sales terminals; distributors can maintain the loyalty of sales terminals through various preferential measures and incentives; dealers should make systematic management of sales terminals as far as possible; distributors need to deal well with the relationship between manufacturers and business personnel, and weaken the actual influence of manufacturers on the terminal.

In the following cases, dealers are very good at controlling sales terminals.

A dealer in a province also represented 6 brands of beverage products.

He has registered a retail trademark, and all franchisees are using the way of franchise.

He asked the franchisees to use his unified chain store logo, and stipulate that all franchisees can only get goods from him, but the products of the 6 brands can be selected.

In this way, he gradually owned a strong and stable terminal sales team. Almost all the franchisees followed his way of thinking and management.

In the face of such water spillover terminals, manufacturers simply can not intervene.

    與駐地機構搞好關系

Most of the management and control strategies of the dealers are designed at the top of the manufacturer's headquarters. After a small range of validation, they will enter a comprehensive promotion period.

However, specific implementation work is carried out by local resident organizations.

The advanced measures and techniques should also be carried out by others.

For example, specific channel flattening measures, data collection and terminal client management policies are implemented by personnel of resident agencies.

Dealers can make breakthroughs in the field of manufacturers' resident agencies, and do well in their basic work so that they can save energy and effort.

In this way, we can not only create a good impression on the manufacturers, but also increase the support for dealers. The dealers can also catch the new policies and measures of the manufacturers in time.

In addition, this still affects the manufacturer's personnel invisibly and weakens the control power of the manufacturer to the dealer.

At present, the remote management adopted by the major manufacturers to their resident agencies can not be comprehensive.

Information dissemination on instructions, plans, requirements and so on is still in place. However, it is difficult to ensure the quality and quantity of resident agencies to complete these instructions and requirements on time.

Because most of the manufacturers' monitoring systems are not in place, it is impossible to check whether all resident agencies are precisely implementing the directives of the manufacturer's headquarters.

In addition, if the interests of the relevant staff are not properly designed, they will not be able to guarantee the implementation of the measures.

Dealers can communicate and communicate with the staff of the resident agencies.

Most of the business people are not local people. They are not familiar with geography, customs and habits. They need the support and cooperation of distributors.

If distributors Help in market strategy formulation and cooperate in business execution, it is still very easy to enhance customer relationship with vendors.

Dealers will be able to learn the latest developments of the dealer's control policy in time to avoid related evasion.

Because the initiative is entirely in the hands of the resident organizations of the manufacturers, policies or tight or loose are the personnel of the resident agencies. The handling of the relationship with the resident agencies can largely avoid the tit for tat with the manufacturers' control policies.

    做全基礎管理

First of all, to do the whole basic management, we must do a good job of the shopping guide.

There is often a problem of unacclimatization in the management of terminal purchasing agents. Dealers should seize this point in time, increase the management of purchasing agents, and promise manufacturers that the same amount of cost can ensure higher sales volume.

For manufacturers, it is also necessary to increase the sales volume at the end of the terminal, and now there are more effective management tools to manage these shopping guides, and there is no extra cost increase, which can also reduce the daily workload of the manufacturers' resident agencies. Why not?

Shopping guides and distributors generally belong to the locals. They are much more convenient in communication and investigation. Some of the little tricks played by the shopping guide are very hard to play, and the efficiency of the shopping guide can be improved immediately.

In addition, because the right to pay is changed to the dealer, the information feedback and the main push products demanded by the distributor can also be seriously implemented.

In fact, these are also secondary. For distributors, the value of purchasing management is not just a few more points.

At this point, the biggest benefit of the dealer is to invest in the manufacturer's expense and set up a wholly guided shopping team, rather than which brand is the shopping guide.

Dealers may invest a lot of products in the same store. This dealer's own shopping guide team can achieve the guidance of multiple products at the same time, and enhance the sales volume of distributors' products as a whole.

Conversely, dealers can also compete with several vendors for the cost of purchasing agents.

Second, we should also do a good job in sales promotion.

Dealers are more familiar with the local market and consumers, and know what local consumers want. This is also the core point of offline promotional activities.

Offline promotions are not complicated in form. They are special exhibitions with gifts, raffle and sales promotion.

Those who have operated famous brand offline promotions will soon master their rules.

Dealers can do well in organizing these promotional activities, and manufacturers can only allocate promotional items and fees.

For dealers, in addition to promoting sales promotion through more close to the local market, it can also take the opportunity to train dealers' own activity planners, and gradually form the ability of marketing planning, so as to lay a foundation for a higher level of leading consumption.

Thirdly, we should make good use of training means.

It is not very difficult to organize the training of promoters through distributors. It is entirely operational.

For example, in terms of product concept, dealers must first receive detailed training from manufacturers, and they may have the opportunity to visit the actual production process and understand the listing status of the model market.

Combined with dealers' understanding of local market and local customs, they can be better trained than manufacturers' representatives.

When answering the sales difficulties that may be faced in the local market, most dealers are looking at the problem from the perspective of the local market. Their training will be more practical and operational, and will not be as theoretical as the representative of the manufacturer can answer such questions.

In addition, every time the dealer conference organized by the manufacturer usually arranges expert level business masters to explain and enhance the theory, dealers can apply these theoretical knowledge together with actual combat cases in the training of salesmen, which may lead to many new breakthroughs and new revelations in thinking.

Although the implementation of many market strategies for manufacturers requires higher professional knowledge and abundant resources, it is difficult for all distributors to achieve their current resources strength and capability level, but at least they can gradually improve and gradually improve from the above threshold.

This requires dealers to embrace a good learning attitude and constantly demand their own progress and development, gradually replacing the market function of manufacturers, and changing their requirements to higher standards, gradually changing from dealers to "elite" distributors.

Besides, good basic management includes good interpersonal relations.

Dealers and terminal operators often deal with each other and should be very aware of their temper and temperament.

There will be considerable common ground in the work, which is the resources of distributors.

Some things are directly communicated by manufacturers. Because of the difficulties of understanding, or the existence of barriers between manufacturers and terminals, policies are difficult to implement.

At this point, dealers can come forward and organize their own terminal partners to analyze the pros and cons of their policies, so as to promote the implementation of their policies.

    多品牌組合經營

Multi brand management should be the most effective way to avoid risks.

For dealers, it is very easy to manage a single brand because the reasons for the shortage of goods affect the efficiency.

In the selling season, once the source of goods can not keep up, the blow to dealers will be enormous. This will lead many terminal merchants to empathize with others and choose other brands.

Therefore, multi brand management can first mobilize the resources of all brands and minimize the risk of shortage.

In addition, multi brand management can effectively combine the best-selling products of different brands, scientifically carry out product mix, meet the different needs of different customers, and enhance the competitiveness of terminal sales.

Multi brand management allows distributors to share various sales, advertising and fixed assets resources and reduce overall costs.

In addition, dealers have seized many brands and have increased bargaining chips with manufacturers.

Because all manufacturers want dealers to push their brands vigorously, dealers can make full use of this and bargain with manufacturers to win more concessions.

Moreover, if a dealer terminates cooperation with a brand, at least there can be other brands to operate without affecting the overall situation.

In short, dealers make good use of their own advantages to do their soft and hard basic work, so that manufacturers can save energy and save the right to speak in the day-to-day management. At the critical moment, checks and balances will show the weight of manufacturers can not be underestimated.