2010 Dealer Control In The Economic Crisis

Since the emergence of the financial crisis, manufacturers and distributors have begun to become nervous.

Manufacturers are worried that dealers will not be willing to fight money and will not plan to carry out market input.

They are even more worried that they will be closed down and the manufacturers will have to give up all their efforts.

At this juncture, if the dealer group appears to have collective anti water, reduce the level of cooperation with the manufacturer, refuse to comply with the market management and so on, it will undoubtedly add to the burden.

And this dealer is also worried about whether the manufacturers can survive the financial crisis, especially whether the fees that they are paying can be brought back in full, and whether the products in stock can be disposed of in time.

After all, every factory's sudden collapse will take more or less a group of dealers.

Therefore, as a manufacturer, how to stabilize the dealer group and ensure the continuity of the cooperative relationship between manufacturers has become a major consideration under the current financial crisis.

First, give the dealer a firm confidence.

As a manufacturer, the first thing to do in front of dealers is to strengthen their confidence and show their attitude.

And put forward some specific countermeasures.

What are the specific content of the manufacturer's boss to the dealer group?

Rational view of financial crisis

Financial crisis is a normal economic phenomenon in market economy activities.

There used to be, and there will be.

In particular, it is emphasized that the financial crisis is only a phased market operation, but it will not lead to the collapse of the market as a whole or the demise of demand.

Popularly speaking, it is only a phasic disaster, not a fundamental destruction.

Moreover, through this financial crisis, we will accumulate experience and strategies for other types of market crises in the future.

Looking for positive factors

The emergence of the financial crisis will inevitably affect the current market demand and operation rules, resulting in the emergence of new demands and new laws. For example, the financial crisis will lead to an increase in the number of rural consumers, the emergence of new rural consumers, the pformation of urbanization to the construction of villages and towns, and the continuous introduction of preferential policies by the government.

Calm treatment, early analysis, which contains many new business opportunities and market demand.

Emphasize market changes conducive to their own market

The outbreak of the financial crisis is a macro factor, rather than a manufacturer's own problem. Therefore, peers will surely face the same predicament. This time, emphasizing their own advantages can stimulate stronger fighting spirit.

Business is good or bad, which is largely related to the number and action of the competitors. It looks good on the surface and makes a very profitable business. Once the number of competitors is increasing, there will be little money to make. Now that the financial crisis is going on, many peers are beginning to be pessimistic and pessimistic.

When competitors withdraw, it is natural to be the best offense.

Deliver confidence to dealers

Confidence in dealers can not be fully spoken. Specific actions must be taken.

Confidence is more important than gold. At this time, if manufacturers have enough budget, they can make a special seminar on the financial crisis. Please let a very famous expert explain it and create a magnificent picture and atmosphere.

If the cost is low, it can consider the manufacturer's high-level visits to the country's dealers. The various appeasing schemes can also resolve the series of distributors and lead to negative emotions.

If the cost is small, you can make a special issue about the financial crisis and send it to the national distributor.

Here are two points to note: first, the attitude of the manufacturer's top floor is consistent with the attitude of its subordinates in front of the distributor. Do not appear to be firm, confident, confident and able to tide over the difficulties, but the salesmen of the factory say this is a big problem, and our factory can be dangerous this time.

If necessary, it is necessary to ensure the attitude of business personnel in front of dealers through serious discipline. Second, to catch up with competitors as early as possible, so as to compare the indifference of other manufacturers (competitors) in this respect, so that dealers can feel the importance and concern of manufacturers. In light of the negative or evasive thoughts of other manufacturers, it is necessary to strengthen the confidence of dealers in strengthening cooperation with their partners.

Second, guide distributors to divert attention

When the financial crisis comes, dealers boss generally sighs and worries.

As a manufacturer, after making a clear statement, the next task is to pfer the attention of dealers.

How to effectively cope with the financial crisis, as manufacturers can not immediately come up with a molding plan, which takes a time to explore and research.

During this time period, dealers should not be idle or wait for manufacturers to give way, so they must quickly pfer the attention of dealers.

Where should we pfer it concretely?

It is to guide dealers to face more realistic crises than the financial crisis and more likely to solve problems, such as tax crisis, internal personnel management crisis, cost control problems, invisible loss problems and so on. These crises or problems are exactly what every dealer boss is facing every day.

In fact, the financial crisis is flying in the sky, and has not yet completely landed.

The tax and personnel crisis mentioned above is very realistic in front of the boss, and it is also a headache for dealers' bosses.

In terms of the ability level of the vast private dealer owners, these management problems are precisely their weaknesses and the bottleneck that restricts the sustainable development of many dealers.

In the past, when the business was well done, such problems could easily be covered up.

Besides, even if I want to care, I can't afford more energy.

Now the financial crisis, business is slack, spare time and energy, can be free to handle these things.

It is not too difficult for the dealer's boss to complain about the tax or personnel problems.

Because of the many problems faced by distributors, manufacturers have experienced several years ago.

Technically, it has the ability of technical guidance to distributors.

Manufacturers can consider setting up a special working group to solve such problems as tax, personnel and cost for dealers, so as to alleviate the urgent need of distributors and effectively pfer the attention of dealers.

If the manufacturer's own technical means are limited, it can also consider introducing professional and technical consulting firms outside the market to serve the dealer group.

But it can win the hearts of distributors.

Third. Take this opportunity to establish a new mode of manufacturer cooperation.

The crisis is also a turning point. The current financial crisis can also serve as a good opportunity to reform the existing relationship between manufacturers.

In the traditional relationship between manufacturers, manufacturers are linked by products and profits as interest points. Measures are nothing more than homogenization of products, policies, expenses and tours.

As a result, the more the new products go out, the more preferential policies they get, the greater the cost of the market, the more complaints the dealers have.

This is actually a dead end, because no matter how to invest, customers will never admit satisfaction at a single level of interest.

It must be that the appetite is getting bigger and bigger, and even stirred up among the factories, causing everyone to fight against each other.

Now that the financial crisis is going on, the traditional profit distribution structure between manufacturers is broken. If manufacturers do not ask, they will inevitably lose their trust in distributors. If they increase their investment unilaterally, there will be a cost problem.

In fact, there are third ways to go, that is to set up a new mode of cooperation among manufacturers.

The brand new cooperation mode mentioned here refers to the supplier's technical support service to dealers based on product cooperation.

This technology is not only a product sale or operation technology, but a complete set of technology promoted by the dealer company.

In China, the vast majority of dealers are developed from the form of private self-employed households, with extensive management mode and simple and conservative management methods.

In today's increasingly competitive market, it has been increasingly showing its drawbacks. Traditional dealers are decreasing at the rate of 10%~20% per year.

Therefore, the dealer's self-employed form must change to the corporatization form. In the process of pformation, dealers will inevitably need a lot of management techniques to support them.

At this time, manufacturers should take advantage of their own management technology to assist the pformation of dealers, rebuild the front and rear system of distributors, realize the overall pformation and upgrading of the whole company, and fundamentally help dealers to take a firm foothold and promote their sustainable development.

Moreover, profits from simple business performance turn to a two way profit stability system consisting of operating profit and cost control.

This pformation should deal with not only the current financial crisis, but also a series of crises now and in the future, which fundamentally solve the problem of the survival and sustainable development of distributors.

In the view of dealers, this is a permanent cure rather than a temporary solution.

By contrast, the financial crisis is nothing.

Moreover, it is worthwhile to work together for a long time.

For manufacturers, this new cooperation mode that helps dealers grow as a whole is bound to be one of the important directions of future manufacturers' relationship.

It is also a good opportunity to carry out verification and running in the financial crisis.

Fourth. Create templates.

No manufacturer can complete the pformation of all dealers in the short term, but it can concentrate on building several models first, and then influence the dealers with the power of the template, laying a solid foundation for the implementation of the latter layer by layer.

As manufacturers, after clearing the relevant financial crisis coping strategies or thinking about distributors' corporatization, then we have to choose the model and concentrate our efforts on the implementation of these model distributors.

Then it will spread and expand the influence of all the distributors in the form of the regional scene meeting, the model dealer's national tour, in order to pfer the attention of the dealers to the financial crisis and promote more dealers to join the company pformation project.

Fifth, guide dealers to attack in crisis.

Dealers have local competitors, and manufacturers have many competitors all over the country. When is the best time to attack?

It is when competitors are passive and retreat.

Now the financial crisis has made many factory bosses lose confidence and shrink their fronts and control investment. Whether it is the internal relationship between these competitors or their manufacturers, is the worst time, and is also the best time to launch attacks.

As a manufacturer, part of the market can be selected to take advantage of a relatively large market with a certain comparative advantage. The joint dealers initiate an active attack together, take advantage of each other's withdrawal and take the opportunity to expand their own sites, so as to encourage the dealers nationwide, and manufacturers can form a joint effort to take advantage of this opportune moment to attack their competitors.

Sixth, start the reserve dealer system.

Not all distributors can be mobilized by manufacturers, nor are all dealers worth long-term cooperation.

Among them, some dealers will still insist on their unilateral management ideas because of their own strength or mentality.

Such dealers will retain little value on the one hand. On the other hand, they may pmit negative emotions to other distributors. Such backward dealers will have to consider eliminating them.

After the elimination, the replenish work of the new distributors will have to be put in place immediately. Therefore, the contacts and development work of the reserve dealers must start simultaneously and prepare for the rainy day.

For some dealers who are dragging their legs, when they change, they would rather spend their energy on training new distributors than spend time with old dealers.

The above points are mostly discussed from the perspective of distributors.

After all, in the matter of factory management, most manufacturers still insist on considering from their own point of view. As for what the distributor group thinks, how to treat it, or even what the dealer really needs, few manufacturers can do in-depth research on it.

In a crisis environment, if manufacturers can change their thinking to a certain extent, they will be able to give full play to the greatest value of manufacturers' Union.