First Line Brand Dealers Are Prone To Make Four Mistakes.

Front-line brands, front-line brand dealers in the sales circle is a very leading word.

Nowadays, the strength of front-line brand dealers is basically strong, and is often the main force in the stores. Most of its operation market is just like the billboards that just entered the store outdoor, dazzling and colorful, and the advertising of the elevator handrails is smooth and guided. It looks very bright and comfortable, and then is the advertisement of the cash register. The surfacing, inserting cards and terminal frames of the heap are completely vivid, and the whole shopping malls are very spectacular, playing a very good brand enhancement effect.

It is worth learning and affirming.

Of course, these brilliant achievements require the effective control, production, execution and creation of a team.

At the same time, it also needs the effective cooperation and implementation of the marketing team and the distributors.

But if we go to the terminal store again, it will be another picture. The products of the competition will be full and the sales atmosphere will be good.

This shows that the terminal cake can not be ignored. At the same time, other market operations should also keep pace with the times and develop evenly. Otherwise, dealers of so-called first-line brands will also defeat the Mai City because of their mistakes.

The author's essay on today's part of the dealers are prone to make mistakes to analyze and discuss with the market colleagues.

Error 1, cost slant, snub terminal

For example: T market A dealer a certain line of beverage brand dealers, keen on the operation of the store, it said: save worry.

The cost of manufacturers supporting the store is high and comprehensive, and not only can it get some "cost" from the decent appearance.

Although manufacturers also urge the landing terminal, because the dealer has many brands, the staff "multi faceted" terminal shop shop and pfer goods cost too much energy and energy, so the customer and the manufacturer are running away from the terminal intensive farming. They are complacent and have strong communication skills.

Specializing in the store image, the sales package is unmatched, and the sales volume of its stores is also objective. Dealers dare to talk with the same people: "what does my store do well? First, cattle!"

Of course, a lot of money has been invested. The image building and cost investment of the terminal are few and far between.

So that the terminal's distribution and image are unsatisfactory. Second tier brands, CD products, convenience stores, recruitment stores, small shelves display and storage are very strong.

The main sales of A dealers in the region come from stores. Due to limited manpower resources, shops selling resources, terminal shops and maintenance are also casual. Business personnel also neglect to organize, and often prevaricate: "D shops are too small and do not take the quantity. F shop owners have many things, old tune goods, and they are all" big households "good maintenance, good delivery, good management.

Many small shops are made into monopolized products, main stores and model stores.

Dealers and their business are indifferent. In the end, the outlets of the terminal shops are gradually losing, and the customers are in bad condition. That day, they sell their faces and know a "new owner", and their own half of the mountain will be lost.

It was a terrible mess.

Smart dealers should pay more attention to terminal, horse race enclosure, effective network density increased by degrees, of course, the store must pay attention to build, but can not be seriously unbalanced.

The terminal must be landing and the network should be strengthened.

Are you making money or scattered shops?

Store image, terminal sales.

Besides, the pressure of the sales and terminal performance of the manufacturer will not allow such dealers to spend too much time, and finally will decisively cut down their large customers.

Destroy their cooperative relationship.

A smart dealer should be a leader who understands the overall situation. The cost should have its own detailed and detailed distribution plan: the cost points and key points of KA/A/B/CD special canal and so on, and make plans for sales and maintenance so as to win the sales and market performance of the whole region.

Error two, high above the top, unyielding.

Some front-line brand dealers instilled their salesmen's own brands to be superior, ignoring the second-line brand and not putting others in the eye. When they visited the terminal, they maliciously slandered and despised the second-line brand, which easily caused the resentment of the terminal customers and the weariness of their staff, resulting in bad customer sentiment, or the second line brand's "revenge", which caused the brand damage.

For example, the 2010 Spring Festival X market during the peak season sales is also a network, A front-line brands because they do not attach importance to the B second-line brand, their little attention to the small outlets, the Spring Festival's explosive sales, because A brand does not have a handbag (handbags are used for stores, big shop) make mistakes.

The B brand pays much attention to the terminal, the red handbag, the affordable price, plus the good customer sentiment, the sales volume exceeds 200 boxes, is 3 times the sales volume of the first brand A single store.

Such outlets such as hospitals, stations, schools, military and other special channels during the Spring Festival, the details led to the A brand sales decline, dozens of stores were directly hit by the second line.

And some of the single products after the Spring Festival, the market returns more, customers complain that their service follow-up is not in place.

Therefore, front-line brand leaders, dealers, and market frontline personnel should be modest and conscientious in dealing with terminals. Sales are not just about distributing goods, but more importantly, how to sell them smoothly and quickly.

It is not good enough to decide on details and the operation chain of the whole market.