Improve Self Building Competitiveness And Become New Dealers

Improving self building competitiveness

In the new market situation, if the traditional distributors want to continue to eat the bowl of the distributor, they must make themselves more plump and make new dealers on their wings.

The new distributor group should have the following abilities in terms of quality, or core competitiveness:

First, the possession of product resources.

Dealers should have the ability to adapt to various modes of cooperation, such as tendering, buyout, underwriting, etc., and the ability to establish cooperative patterns independently, such as ODM, OEM and so on, so as to get effective product resources and have the right of priority. This is one of the most basic capabilities.

With such a trend, dealers will also be "strong and strong" in the future market, and product resources are important fulcrum for dealers to become strong.

Two, channel network capacity.

The channel network capacity here refers to the ability to copy and channel the network to other competitors, which is an important embodiment of the dealer's ability to control other channels and the ability to control the offline customers. Its core is the quantity, layout and quality of the sales network.

Three, capital turnover capacity.

The significance of funds for new dealers is in the following aspects: first, the ability to purchase, hoard or buy at low prices; two, the ability to actively promote sales according to the characteristics of regional markets; three, the ability to withstand high terminal toll and control of passage fees; and four, to adapt to the changing mode of cooperation among manufacturers, such as tendering, buyout and underwriting.

From the perspective of development trend, channel capital flow is increasing and capital flow rate is faster and faster. This also requires dealers to have strong points in capital flow.

Four. Professional guest management.

The so-called professional customer sentiment is to coordinate the customers with professional skills, guide the various resources of the customers to develop in the direction conducive to the growth of the market, and at the same time provide scientific services. In this process, the customer's trust in products, goodwill and loyalty, loyalty to the enterprise is a professional customer relationship.

The factors that determine the customer's ability to manage the dealers are mainly as follows: first, the organization and management of the distributor; two, the integrity, morality and brand status of the customers; three, the cooperative relationship with the downstream customers; four, the quality and quantity of sales; five, the customer's training ability and distribution ability.

Five, sales and service delivery capabilities.

The selection of distributors by manufacturers is just like the selection of talents by enterprises. It should be "composite", that is, the integration of the two functions of "sales" and "service", which are two indispensable functions of marketing.

In fact, the producer's service network and channel network are the headache problems for many enterprises. Most enterprises are unable to build their own businesses. In order to reduce the management scope and management level, improve efficiency and reduce management cost and cost, dealers are naturally the best people. Besides, from the perspective of demand from terminal providers (or consumers), "who provides products to me and who provides services to me" is the voice of terminal providers (or consumers), which determines that dealers must improve their organizational functions.

Six, have the ability of logistics distribution.

Many of the traditional distributors play the role of "sitting salesman", or are engaged in wholesale or simply bulk delivery. After experiencing the pformation from wholesalers to distributors, dealers still face a new challenge: logistics distribution and management capabilities.

For example, Zhongyu Telecom requires agents to have the logistics of the terminal retail stores in the service area.

Logistics distribution puts forward higher requirements for distributors in terms of delivery time, distribution quality, inventory control and information system construction, otherwise it may not meet the market demand.

Seven, integrated marketing and promotion capabilities.

For consumer goods marketing, there is surging this trend and trend: producers and terminal operators are constantly shifting risks and responsibilities, and dealers are undertaking more and more marketing risks and responsibilities.

Many manufacturers, when searching for distributors, take the form of "bundling" with distributors or simply buying and selling, and underwriting, so as to maximize the risk of pfer.

This requires dealers to work hard on organizational system construction and organizational capability, so as to make marketing organizations have the ability of integrated marketing and promotion, so as to adapt to market eight and channel resources professional ability.

Channel resource publicity is an inevitable trend, and dealers' ability to control and control channel resources has become the core competitiveness factor.

At the same time, the distributor should be a "professional" dealer, so how to understand the term "professional" here?

Of course, it includes the specialization of business scope, specialization of distribution system, specialization of channel management, specialization of customer relationship management and so on. We should make a characteristic channel, and the more characteristic we will have in the future market competition, the easier it will be to survive.

Compared with traditional dealers, the essential difference between new dealers and traditional distributors is not whether they have adopted the business extension strategy such as forward integration, backward integration and horizontal integration, but because of their comprehensive quality and core competitiveness. This is mainly reflected in the stability of distributors in the market, the leading mode of channel mode and the combination of business mode.

For some dealers to move closer to production or terminal retailing in business, it should be understood that dealers make use of their network resources or product assets to expand reproduction and gain more returns. It does not prove that dealers have lost their living space under the extrusion of producers and terminals, or that dealers must do so.

The pformation of dealers is only a problem faced by some industries. The most urgent problem facing dealers is the improvement of comprehensive quality and the construction of core competitiveness. And the business development strategy is adjusted independently according to their own advantages, and at the same time, they bear the burden of producers, terminals and consumers.