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Don'T Waste Company'S Money.

2008/9/16 9:04:00 41827

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Yin Zong looked at the dealer's information, and felt that something was too weird. The expression of surprise was accompanied by an inexplicable sadness.

What's wrong with it?

The situation is like this: Yin is always the boss of a solar energy company. He is looking at the dealer's data and is interested in the number of monopoly. So he made a simple calculation: 6 months ago, the company owned 312 stores and increased 86 during the period, but the total number of exclusive stores owned by the company was only 243.

That is to say, within 6 months, the company has closed down 155 stores. In just a few months, the store has gone bankrupt, and the survival rate is only 50%.

In this way, can Yin Zong feel inconceivable and inexplicable sad?

Why is that so?

Mr. Yin immediately launched a market investigation, and found that many stores could only "play" for a few months to go - they could not operate and had to close.

There are several main reasons for this:

First, the image of franchised stores is not good enough, and there is a lack of sales attraction.

Since the company did not establish a visual identity system for terminal images, the store's image design and decoration were all handled by dealers themselves.

Because of this, Yin general found that most of the stores had poor image, such as insufficient visual impact on the door, and the overall image of the store was stingy or even nondescript.

Such stores, which are "slovenly" and "ugly", are naturally not valued by consumers.

Two, sales staff ability is poor, sales skills are outdated.

Yin Zong found that many salesmen in the exclusive stores were either friends or relatives of the distributors. Most of them did not read books for several years, or some secondary school graduates who had just graduated, and their work experience was zero. Such salesmen should be inexperienced, lack ability, and sell skills, which are single, old and lack of enough lethality.

So, the sales effect can be imagined.

Three, advertising communication is not in place, brand image is not clear.

Many dealers have done more or less advertising in the regional market, such as outdoor advertisements, newspaper advertisements, and super screen advertisements in city squares.

However, Yin has found many dealers' advertising content, advertising design and media choices have been relatively large deviation, making advertising communication effect is not good.

At the same time, because of the quality of advertising problems, the brand image has not been vividly highlighted, so it is hard to remember.

Four, sales promotion effect is not ideal, sales service is not perfect.

Promotion is a kind of weapon that promotes product sales very destructive. But because of the poor actual combat ability of dealers, sales promotion planning and execution work has only done "half bucket water", and the final effect is not ideal.

In addition, Mr. Yin found that many distributors' after-sale services were not ideal and did not comply with the requirements of the company. Many consumers complained, which affected the subsequent sales of distributors.

Obviously, a large number of franchised stores are in a state of loss.

So for several months, dealers will not be able to support them anymore, and they can only close their doors with tears.

That's why Yin's company has more than 100 stores running for only a few months, and it's all over the truth.

Unfortunately, such a situation has been in flux in many companies, which has seriously hindered the healthy development of the company.

This is beyond the company's tolerance.

So how can the company eliminate its "cancer" in the face of this situation and make the terminal run long and well?

First, formulate the best regional market operation strategy.

Terminal operation depends solely on the strength of dealers, hoping to achieve a comprehensive harvest is not realistic.

Therefore, the company should give full support to the terminal operation of dealers, especially the support of marketing skills and operational wisdom.

Among them, the most important thing is that the company must conduct a thorough market survey of the regional market and help dealers formulate the best regional market operation strategy so as to win the enemy.

Second, do the most basic work in a solid and solid way.

The details determine success or failure. The foundation is strong enough to lift the heavy burden.

Therefore, the company should guide, assist and urge dealers to do the basic work of terminal operation well, such as the quality design and decoration of the store, the perfect after-sales service, the establishment of the sales team in actual combat, the excellent advertisement dissemination, the efficient promotion execution, and so on.

Facts have proved that as long as we do the most basic work in a down-to-earth manner, terminal sales will achieve a relaxed operation state with "soldiers coming to block, water coming to earth".

Third, effective implementation, and strive for glory in competition.

After doing the above work, the company should assist and urge the distributors to carry out the operation of their terminal operation for a long time and actual effect, and actively participate in the competition in the regional market. In the competition, they will hone themselves, defeat the competitors and seize the throne of "the sales champion", so that the people who cry with tears will never be themselves!