How To Make The Depth Distribution More Reasonable?

Introduction: now many enterprises are making depth.

Through real understanding and verification, it is very likely that there are problems in the following links: first, there are problems with the distributors of enterprises (or business operators), and two, there are problems in the dealers themselves. Three, there are some problems with the terminals, and dealers can not deliver them to him.

Only when we know what part of the problem is, can we solve the problem.

First, adjust the depth distribution reasonably.

Of course, due to the implementation of deep distribution, enterprises will standardize the dealers' area, and the enterprises will better manage and operate the market. Enterprises will be closer to the channel intermediaries and terminals, that is, more penetration into the market, which is quite beneficial for consumers.

But because of the original extensive management mode, enterprises are authorized dealers are the masters of the market. All the market operation enterprises can not ask, the dealer has the final say, such adjustment, in fact, may greatly damage some of the original interests of dealers.

Therefore, enterprises must first understand whether there are still some knots in this area and fail to communicate with distributors.

This requires that the enterprise first adjust the mode to be more reasonable, and try to communicate with the dealer to the real partner, instead of changing the form, but the content is still the same.

In what ways to adjust? First of all, enterprises should not think that they should invest heavily in the implementation of deep distribution. Dealers will be useless. Dealers should be suppressed by enterprises. Dealers have to be distributors only in this mode.

We should make full analysis of the functions of dealers, and find or give full play to their biggest functions. That is to say, instead of turning distributors into distributors, we should expand and enhance their important functions such as regional management, development, capital and so on.

If dealers have advantages in these areas, they must be released and used by enterprises.

Furthermore, when the depth distribution is implemented, it is a process of channel adjustment in itself. In advance, dealers should be graded, selected and abandoned.

If deep distribution is considered terminal service, instead of adjusting the original channel members, the original part of the traditional dealer will be pformed into a "deep distributor", part of it will be cut off, part of the merger and part of the training will be promoted. Then there will be a dealer's cooperation problem, thus violating the company's wishes, and no delivery will exist naturally.

Moreover, deep distribution is not only to solve the problem of product distribution, but to separate the distribution and distribution of products, so that enterprises and distributors can make them do more professional things and cooperate better under a unified system.

Therefore, order quantity or order number acquisition, delivery area division, delivery support and dealer profit are all systems to consider.

Two, enterprises (or salesmen) communicate with distributors.

When distributors are pformed into distributors, they feel that the management of enterprises is deeper, and some of their original market functions have been replaced. They may have a strong sense of crisis and thus conflict with enterprises. But as a businessman, they can not start their businesses without being interested in the enterprise at the beginning. Therefore, in real operation, they often express dissatisfaction with enterprises by not delivering goods, not paying the money on time, and doing some fleeing actions.

Under such circumstances, enterprises must do well in communication work, so that dealers can understand from the heart that enterprises are actually helping them, helping them to do the market, helping them grow, helping them to do market management, and helping them become an outstanding category in the competitive channels of circulation, helping them cultivate core competitiveness.

The whole delivery process is mutually beneficial and supportive.

At this time, we must not let dealers feel that they are becoming more and more a "vulnerable group". Through communication and training, they feel that they are actually following the new marketing mode of enterprises, and they are more likely to follow the business to success.

One of the signs of deep distribution is that dealers have improved significantly and have closer ties with enterprises.

If there are communication problems between the salesmen and distributors, they need to be solved by their superiors.

Here are some common solutions:

1., if a salesperson often has a copy of a dealer's order, posing as an order, fraud or not running a business at the same time, instead of asking the dealer for that, or affecting the normal working order of the dealer, etc., it is necessary to find the evidence and make a firm replacement for the salesperson.

2., if there is communication between dealers and distributors, and there is still possibility of eliminating estrangement between the two sides, supervisors should act as intermediaries and actively mediate.

In this case, the sales director may ask the dealer to make a reasonable request, and then make a commitment by the salesperson to ensure that he can prove himself with his hard work.

3., if the dealer is deliberately trying to make trouble for the salesperson, the supervisor should find out the reason for the dealer to do so.

If it is aimed at the salesperson, it is only a personal communication problem, such as alluding to the dissatisfaction of the enterprise, it depends on the interests or the way of communication, so as to find solutions accordingly.

Three, dealers own problems

Dealers do not send orders to the company's salesmen, dealers themselves may have many problems, such as too low profits, unwilling to send, even if the products are still operating in enterprises are only for historical reasons (all have been done for so many years); there is not such a strong distribution capability in the peak season; for fear that credit can not be paid back, and thus abandon; fear that terminal stores will run away from stores, so as to "empty the bamboo basket with water"; they are not selling points in their core areas, unwilling to send; the outlets are not clearly defined; two, the intersection points of the dealers' adjacent areas are sometimes forgotten.

Dealers own problems, does not mean that enterprises sit idly by or even blame them, or even categorically think that the dealer is incompetent, and constantly look at their faces, but should promptly consult, regard these problems as their own problems and solve them together.

In some cases, enterprises should consider and provide some support, such as sending goods to trucks and subsidized delivery personnel.

Solve these problems in time.

Four, terminal problems

The terminal itself has problems, not a benign terminal, which is also a reason why dealers refuse to deliver to them.

Although many terminals do not know the concept of "terminal is king", they actually regard themselves as the gods of enterprises and distributors.

Especially in recent years, enterprises continue to invest resources in the terminal. The terminal has reached a state of extreme inflation, and they are constantly facing problems with enterprises or distributors.

Of course, this may also be related to the salesperson of the enterprise. Knowing that the shop can not deliver the goods may bring trouble to account receivable or sales, but in order to complete the order, it also requires the distributor to deliver the goods.

Here, our company has the responsibility to communicate with the distributors together with the terminal so as to make it an effective long-term cooperation point of sale for the company.

If there are some super stores, enterprises can sign credit agreements with them so that credit repayment can be guaranteed by law, so that dealers can rest assured that delivery and pactions. Other kinds of terminal retailers can understand the reputation of terminal stores and provide them with distributors to ensure the effectiveness of delivery.

If none of these ways can solve the fundamental problem, and the dealer insists on not delivering the goods, then the enterprise must consider that it is time to change the dealer, because the dealer has lost his minimum ability to deliver and circulate.