Is There A General Distribution Or Multiple In One Area?

Nowadays, the market is a market that requires segmentation and differentiated services. It requires manufacturers to provide personalized products, and at the same time requires customers who cooperate with them to provide different and more professional services according to different consumers and different sales channels.

As a manufacturer, we must adopt a strategy of multiple customers in the market. Why?

Different products correspond to different market segments, requiring products distributors to provide different services according to different market segments to meet different consumers.

From this point of view, the success of our target market depends on whether the customer can provide more effective channel services.

Super channels, circulation channels, and so on, such customers are suitable for the distribution of low and medium products, because they can distribute products in a shorter time to the masses of consumers; some customers have good high-level social relations, and are suitable for the sale of high-end products, because high-level social relations are not established overnight, and good social relations are the basis for the promotion of medium and high grade products; some customers have strong distribution capabilities and human resources, and are suitable for sales of large, fast turnover products, which require customers to deliver large quantities and lots of batches. At the same time, such customers are also suitable for a wider market; some customers are general taxpayers, who can provide value-added tax invoices, and they can sell products of the main supermarkets. Some customers have regular channel advantages, such as business.

For the development of every brand or variety, the manufacturers have invested more manpower and material resources, and hope that every brand and variety can bring more sales in more markets.

The reason is, apart from the defect of the product itself, I think there is still a problem in setting up customers.

After many manufacturers have developed new products, they want to promote them through existing channels and existing customers, hoping that this will save market costs and allow them to open up the market naturally.

However, this kind of thinking is often restricted by the following problems. First, the old customers have mature varieties in their hands, and the sales volume is large enough to bring enough profits for them. Most of them have developed inertia and are unwilling to spend more energy on new varieties promotion.

Secondly, the old customers will compare the market input of new products with those of the old ones. If they can not get enough market charge, they will not accept it easily.

Based on the above two reasons, many old customers also do not offend the manufacturers. They will buy some new products appropriately, and show their support for the development of new varieties.

But when customers buy new products, they need to let their products sleep in the warehouse. If they want to make a little promotion, they will tell the manufacturer if they encounter problems.

This situation often causes manufacturers to be at a loss, and the promotion of new products in the market will be ignored, resulting in the failure of partial market offerings.

If we have more than one customer in one market, or if we develop new customers, we can choose customers according to different customers' desire for new product distribution rights. Customers who get the right of distribution will naturally cherish this opportunity and expand the market with greater efforts.

In this way, the success rate of new product development will be greatly improved.

This may be called no competition without development.

In addition to requiring manufacturers to follow up all kinds of advertising in a timely manner, the key also requires dealers to extend their products to every corner of the market as far as possible.

But I said, this is very hard to do, a customer's network is affected by many factors, it is difficult for them to deliver goods in time within the specified time.

This will not only cause the waste of advertising resources and sales opportunities, but also greatly slow down the development of the market.

I think that when developing new markets, manufacturers should adopt a variety of multiple customer strategies.

Some of the customers' channels are repetitive, but there are still many channels that are built on their own unique relationships.

As a result, many brands of the same brand will occupy most of the sales network in the target market in a very short time, thus forming an excellent sales atmosphere.

Consumers sometimes pay more attention to the brand of sales, and ignore the variety of sales. They can see the brand's products everywhere. They will cause consumers the illusion of popularity and popularity of the product, thus giving rise to the desire to buy.

Setting up multiple customers in a market may also increase the workload of front-line market personnel, or more business personnel.

But when there are multiple customers in a market, the importance of each customer to a manufacturer will be reduced accordingly. They will negotiate with the manufacturers, and the chips for additional policies will be reduced, so they will have to carry out various marketing work according to the unified arrangement of the manufacturers.

Dealers in a market are selling different varieties, enjoying different policies, facing different sales volume, playing different roles for them, enjoying different sales profits, and they are also very difficult to unite against manufacturers.

At the same time, because there are many customers in a market, if one of the customers has problems, including the customers themselves and the process of cooperation with the manufacturers, the manufacturers will have sufficient time and space to adjust, and will not bring greater negative impact on the whole market.

As we all know, in the past few years, several large home appliance retail groups in China have joined hands to challenge major manufacturers of electrical appliances, asking them to lower their factory prices and offer more favorable conditions. Otherwise, they will no longer sell their products.

If the market is just a customer, sometimes it will bring incalculable loss.

In the past, we had a client who was arrested because of tax problems. As a result, our sales revenue in that market dropped by tens of millions.

As far as I know, a well-known milk manufacturer in a market is dissatisfied with its operating profit because of its dissatisfaction with its dealers. Even if they give up the distribution rights, it is difficult for the manufacturers to find customers in the market, and the market breaks out quickly. Consequently, the market is quickly occupied by the competitors.

For better control of customers and less market risk, how important it is to set up a number of customers in a market.

This will cause more or less the dispersion of the customers' funds and energy. There will be a shortage of funds in the peak season. When the funds are not in place, the goods will be out of stock, the execution of marketing activities will not be in place, and so on.

For this, you should quickly develop new customers, and stimulate and restrict the old customers through the development of new customers, otherwise your market will soon slide.

What's the reason?

Because the strength of the two tier customers is growing, they are not willing to sell products from other customers, so that the first class customers can earn their own profits, so they all want to sell products directly from the manufacturers.

If you think there is no need for development, it is wrong and wrong, because if you do not develop him, he will also distribute other brands to rob your market, and you will be sorry later.

So you should quickly develop new products and develop more powerful new customers.

Under what circumstances do we need to develop more customers?

What is the basis for developing many customers?

I think the following points should be considered.

Let every customer sell three to five varieties or a brand.

The second is to set up a number of customers according to the product price segment.

The third is to set up a number of customers according to the sales volume of products. A large sales volume product can set up a customer, and other small sales customers will set up a customer separately.

The fourth is to set up a number of customers according to the sales channels of the products. They need to set up a customer specially for supermarket products, need to set up a customer specially for the hotel products, and set up a customer with a large circulation channel.

Finally, customers can be set up according to the product consumers, such as adult consumption.