Dealer OEM, Lost In Resource Allocation

Zhang's main noodle and milk in Jiangsu, with annual sales volume of about sixty million yuan, are quite influential in the local market.

But there is always a complex in Zhang's manager's mind: acting as an agent for famous brand products is like giving children to others.

So in 2004, Zhang produced a white wine in Anhui.

The next operation made Zhang manager in a dilemma: after the product came out, there was a quality problem, and the manufacturer failed to replace it, and missed the first selling season.

The selling price of the high quality salesmen is very high, and the foreign monks are not invited.

Zhang manager's case is very typical. Many dealers often want to build their own products after accumulating network and capital through proxy products. As a result, most of them encounter the same predicament as Zhang manager.

There are more and more dealers in the liquor industry, and the courage of distributors to expand the space to the upstream is admirable. But the blindness of this pformation is very strong. The lack of supporting resources has brought more and more OEM dealers to the wall, and a large number of OEM products have died before the age of one year.

Dealers are acting as agents and have their own brands, but they have failed. The reason for them is worthy of careful analysis.

　　產品名不等于品牌

OEM dealers have shown us the following difficulties: first of all, it is difficult to invest. After the products are released, they distribute mainly through their own network. Customers in other regions are told that they are not interested in products made by dealers, regardless of whether the products are good or not.

In previous years, the OEM dealer could also change the name of the company to "a certain brand marketing company" for investment promotion, but now there is no more market.

Secondly, it is difficult to recruit people, and good sales personnel have gone to manufacturing enterprises. Even if the distributors are not paying well, they think there is no future for them.

The third is the difficulty of funds. The source of funds of OEM merchants mainly relies on their years of accumulation and lending between friends. Banks and other financing institutions pay less attention to distributors and lower credit. Dealers want loans to develop very difficult.

Last but not least, OEM dealers are hard to build up a lasting and stable sales framework. Some OEM dealers even complain that they don't know how to spend money, they want to advertise, but they don't know what channel they put in.

The problems encountered by OEM operators reflect the difference between product operation and brand operation.

The dealer thinks that I have registered the trademark and produced the product, and naturally some people will be interested in their products.

However, the gap between product name and brand is very large. Only after a long period of accumulation can a brand take shape. This process is quite long and requires a large amount of capital, manpower and material resources to be precipitated.

Dealers often do not have the resources to make brands, for several reasons: first, the uncontrollable quality of products.

Dealers can not monitor the whole production process, and in order to save money, they prefer to cooperate with small businesses, and the stability of different batches of products is poor.

Two, social resources are scarce.

It is difficult for distributors to win the support of social resources such as government and downstream customers, as manufacturers do.

Three, the shortage of long term business planning and the shortage of brand building funds.

Dealers are accustomed to the concept of "one batch of goods", and many decisions are made piecemeal. After becoming a OEM, decisions are beginning to become continuity, and a single mistake will be lost.

In addition, the brand name of some OEM products has a strong dealer's personal preferences and "family" flavor, which can not meet the essential elements of brand communication, and finally can only be "local life, the soil is dead".

　　做貼牌需要具備的條件

It is not the death path of the dealer to do the OEM, but it should be thought after thinking and doing the necessary preparation.

OEM is indeed a good platform for the rapid development of dealers, but the success of OEM must have five conditions: first, there must be enough market start-up capital.

Two, there must be a group of competent professional managers and business people.

Three, operators must have certain social relations and business channels.

Four, there must be a good product and product brand.

The last aspect is that there must be a marketing mode suitable for both the market and the market.

These five aspects are essential and complement each other, and the leading role is constantly changing at different stages of the product.

The choice of OEM manufacturers is also an important factor related to the success or failure of the OEM. The cooperation with the appropriate manufacturers will contribute to the rapid promotion of the products.

Taking liquor as an example, the liquor manufacturers are divided into five echelons: Mau, five, and sword three giants.

Luzhou Laojiao, the Yanghe River, Gujing, Quanxing and other famous national liquor are the second echelons.

Yellow Crane Tower, Gen Gi Khan and so on are the third tier teams.

Others are the fourth and the fifth tier.

Dealers should determine the OEM manufacturers according to their own economic strength, operating areas and other comprehensive factors.

Many dealers like to make OEM in the fourth, fifth echelon distilleries because the threshold of these wineries is low and their service is enthusiastic.

But there are many outstanding problems in cooperation with them, which are mainly about the quality of products and the reputation of enterprises. OEM operators are often implicated in the negative news of manufacturing enterprises.

When discussing the topic of dealer OEM with many marketing experts, the advice given by experts is that dealers should cooperate with regional strong brands as much as possible, combine the form of OEM with the advantages of buyout, and maximize the use of brand resources of manufacturing enterprises.

In operation, OEM products have better regionalization mode of operation. Product line, profit line and target group should have obvious regionalization characteristics.