How Do Dealers Formulate Their Own Strategies And Plans?

In recent years, the deepening of WTO in China, as well as the penetration of foreign capital in various fields and channels, especially the massive invasion of foreign KA stores, has accelerated the tremendous pformation of China's existing sales channels, and promoted the polarization of China's distribution channels. A small number of people have made use of the excellent situation of reform and opening up to develop and standardize, forming a national or regional marketing From EMKT.com.cn company. Most of the channels are still in the front of violent turbulence, and they do not know where to go next. They are also in the process of confusion.

In fact, dealers, as an indispensable part of products from manufacturers to terminal channels and consumers, also need to have their own strategies and plans.

Only if we have a clear direction and positioning for ourselves, can local dealers find their own position in order to further strengthen and expand.

In fact, the dealer formulating his strategy and planning is in fact a clear understanding of his own future mission or mission.

That is, their future value orientation is to clarify what goals they will achieve in the coming period.

The dealer formulating his own strategic plan is to clarify his own future development direction and know where to go.

How to achieve your goals step by step?

In a word, the strategy is to let you do the right thing, in the right direction, so that dealers can formulate their own tactics and plans, and plan their own series of strategies around the plan.

But the reality is that many dealers, and even the dealers who run the company, lack their strategic thinking, or the strategy is incomplete and imperfect. Even if some of the dealers know clearly what they want to do, it can hardly be implemented from the idea to action for many reasons, so that their goals can be achieved step by step.

Moreover, the vast majority of dealers do not have their own strategies. At the very least, this is the case at the present stage, because they often do not know their future direction of development, do not know their channels and market positioning, do not know how to combine products, do not know that they manage the market systematically, but still follow the original "dealer" mode, or rather the sales way, rather than the marketing way, so that they lose their market competitive advantages step by step. Therefore, dealers urgently need to make strategic plans for themselves, so as to look into the future and compete well in the market.

Dealers are the extension of the marketing department of manufacturing enterprises. If dealers want to follow the pace of enterprises and seek greater development, they should, like manufacturers, formulate their own strategies and further implement them through specific and practical plans, so as to move towards standardized, institutionalized marketing and management oriented marketing companies. How can dealers make their own strategies?

Dealer strategy and planning can be divided into four steps:

First, the dealer's own business positioning, business mission statement.

This step is actually to let dealers understand themselves.

Positioning is to let oneself know what the future wants to do.

What can be done?

To what extent?

It refers specifically to the business nature, business scope and service target of the distributor in a certain period of time.

For example, the golden six blessing liquor (later integrated into Hua Ze group) is actually the largest liquor dealer in China. Its business nature is a professional liquor distribution company closely related to the upstream channel. Its business scope includes four major business plates, such as Jinliufu liquor, high grade liquor, local brand and colored wine. Besides the various downstream channels of strategic partners, it also includes customers of all walks of life who love liquor.

The dealer's business orientation or business mission should have the following characteristics: 1, feasibility.

That is, efforts can be achieved.

For example, Jinliufu liquor industry is determined to become "China's first wine seller", which is more feasible and has been realized.

2, embody market orientation.

For example, customer demand as the core, customer satisfaction as the guidance, and so on, embodies the dealer market value orientation.

3, full of motivation.

For example, Jinliufu's business mission is to "make the people of the whole country drink the golden six blessing liquor, and finally the golden six blessing wine becomes a part of Chinese folk custom".

This is a near arrogant vision, but it has become Jinliufu's corporate culture and has become the goal of all Jinliufu employees.

4, specific and clear.

Business positioning and mission mission should be specific and clear.

For example, taking Jinliufu as an example, its positioning as "China's first wine seller" is very specific and clear.

Second. Conduct SWOT analysis.

The so-called SWOT analysis is also called situation analysis. SWOT's four English letters represent Strength, Weakness, Qpportunity and Threat respectively.

Dealers use this analysis method, including two aspects: 1, external environment analysis.

That is, distributors should be able to find out the marketing opportunities and analyze the threats and challenges they face through the analysis of the external environment.

For example, dealers should be able to clearly understand and analyze the following external situations: first, the overall macroeconomic policy of the country, especially the industry policy; secondly, the development of GDP in the location of the dealer, the direction of the local government investment policy; secondly, the size of the local market: the size, subdivision and composition of the market; market characteristics: the main downstream channel structure, the main sales products, consumption preferences and trends.

2, internal environment analysis.

Mainly refers to the analysis of dealers' own resources and conditions.

Including: marketing 4P analysis, for example, product strategy: product positioning, product mix; price strategy: skimming pricing, penetration pricing; channel strategy: target channel, channel width, width, length design; promotion strategy: promotion planning, promotion 5W2H design, etc.

Customer strategy: does the customer want to re subdivide and locate the customer satisfaction?

Organizational strategy: according to the dealer's own business mission and business orientation, examine their own organization, especially whether the marketing organization can support the enterprise to complete the strategic mission and task, whether to reconfigure or optimize the allocation of talents according to the strategic task.

Through objective assessment and analysis of their own resources, competitiveness and operational capabilities, we can find out the relative strengths and weaknesses of the competitors and lay the foundation for further development of specific strategies.

For example, in the early days of Jinliufu's founding, Wu Xiangdong, the head of the liquor industry, analyzed the market and realized that although the competition in the liquor market was extremely fierce, especially the competition between high-end liquor and low-end wine was unprecedented. However, there was a lack of leading and mainstream brands among the second tier brands between the high and low grades. Therefore, he formulated the brand and product strategy orientation of Jinliufu liquor, and put forward the concept of liquor classification, creating the first step in the liquor industry.

Third, determine strategic objectives: dealers in the external environment and their own environment were analyzed, and identified their own.

After the business tasks and business positioning, we should work out specific strategic objectives.

For dealers, the business strategy mainly includes: first, business strategy objectives, which are the business modules involved, and what are their strategic objectives?

Together, it constitutes the strategic goal of an enterprise.

For example, for liquor dealers, besides liquor, there may be beer, beverages, and even cross catering catering industry. Two, functional strategic objectives, such as marketing strategy objectives.

This is also the most important part of the formulation of strategic objectives for distributors. Here, we mainly talk about the formulation of marketing strategic objectives.

The determination of distributor's marketing objectives should include two directions in a large sense: quantitative objectives.

For example, sales target, profit target and so on.

A dealer's 08 year sales target is 2 hundred million and the profit 30 million is a quantitative target.

The two is qualitative objectives.

For example, downstream channels and customer satisfaction to reach more than 90%, coverage to reach 95%, etc., are all qualitative objectives.

An effective strategic target should follow the SMART rule, that is, Specific, specifically, the formulation of marketing strategy objectives is more specific and better; Measurable, measurable, formulated marketing strategy objectives should be measurable and calculated; Attainable, can be achieved, that is, the target of marketing strategy is practical; Reasonable, reasonable, the formulation of marketing strategy goals must be reasonable and reasonable; Time time, that is, the formulation of marketing strategy goals must have a specific time to achieve, that is, the deadline.

Only when the dealer determines his own strategic objectives, especially formulating a realistic marketing strategy, can the dealer's business objectives be realized, and dealers can better achieve their own business tasks and continue to move towards new heights.

Fourth, formulate dealer strategy.

After identifying the basic business strategy, especially the marketing strategy, the dealer will formulate specific strategies.

Dealer strategy formulation includes overall strategy and marketing strategy formulation.

The strategic goal shows where the dealer wants to develop, and the dealer strategy shows how the dealer should achieve the goal.

A well crafted and thorough strategy is the key to the continued success of future competition for distributors.

Dealer strategy formulation should solve the following problems -- how to achieve their strategic goals?

How to defeat competitors?

How to acquire sustained competitive advantage?

How to strengthen the long-term market position of distributors in the middle reaches?

For example, Haier has established the strategy of international integration in order to go to the world, and has divided the strategy into three stages: the first stage: the famous brand strategy stage of 1984-1991 years; the main task of this stage is to enhance the core competitiveness of quality oriented; the second stage: 1992-1998 years of diversification strategy stage; the main task of this stage is to enhance the core competitiveness of the whole; the third stage: from 1999: the stage of internationalization strategy, the enterprise goal of this stage is to enhance the core competitiveness in the world.

Around the realization of this strategy, Haier put forward the "three 1 / 3" target of the internationalization strategy: the final realization of domestic sales of domestic production accounted for 1 / 3; domestic production overseas sales accounted for 1 / 3; overseas construction and production overseas sales accounted for 1 / 3.

And put forward three pfer: market direction pfer: pfer from domestic market to foreign market; industry direction pfer: pfer from manufacturing to service industry; management direction pfer: pfer from linear functional management to business process reengineering market chain.

The international market development strategy has been worked out: the strategy of international market development is "difficult after all easy"; the international brand strategy is to develop the famous brand of internationalization.

In fact, Haier can only become a first-class enterprise brand, but it is closely related to its strategic formulation. It is precisely because of these planned and strategic implementation plans that Haier has realized the international integration strategy of going abroad and heading for the world.

Only by formulating a realistic strategy can dealers steadily and steadily, not rushing ahead, and not keeping pace with the times, so that they can keep pace with the times and continue to make greater progress.

In short, strategy is the direction and tactics are actions.

The strategy is to make dealers and their employees do the right thing.

It is to let enterprises and employees do something, do something wrong, learn to abandon, gain the advantage of market competition, correctly understand themselves, do not lose themselves, under the correct strategic guidance and control of enterprises, constantly gain the driving force of development, and become outstanding and first-class distributors in the industry, to fuel China's market pformation and escort.