How To Become A Dealer'S "Confidant"?

"Shopping malls are like battlefields". There are only rivals and friends in the market.

If a salesperson wishes to win the support of distributors, the best way is to become a dealer's confidant (or military advisor and staff).

To be a distributor's confidant, marketers need to do the following.

Search for the common language

This is not a traditional word of "derogatory words" but a generalized emotional communication.

We know that the two most common forms of "pleasing" dealers are "interests" and "feelings".

Relatively speaking, emotional input is not much, but the effect is not the same.

If you want to play the card of sentiment, marketers need to do the following:

The first is to treat people sincerely.

China's market economic order is not very perfect, and the phenomenon of fraud is emerging one after another. The most worrying thing for all the dealers is the upstream manufacturers to set up the "dealer" money under the trap of "trap", and what they most want is to find those partners who pursue honest marketing.

Therefore, if a marketer wants to become a distributor, he must insist on honest marketing and win the trust of distributors with sincerity.

This is the reason for "heart to heart".

Second, learn to listen.

Dealers are also people. People want others to listen to their own talk. It is people who want their performance, experience and experience to be recognized by others.

In short, dealers also want to win the respect of others.

Many marketers believe that listening is a very simple matter, but in fact, listening is a question from a university.

In the process of listening, marketers should quickly find topics that dealers are interested in, and then lead to the dealer's talker, and get more information about distributors and marketing, choose the right time, not lose the appropriate praise, and agree with the dealer's point of view. This way not only shows that you are listening carefully, but also let dealers understand that you have gained a lot of knowledge from him, which shows you highly recognition of his viewpoint and ability from another aspect.

The villain only flatter and flatter, but the wise take the "facts" as examples, and do not show signs of "praising" others. This is a more brilliant way of "letting go of their best".

Thirdly, insist on multi-level, high frequency communication.

In marketing, disputes between manufacturers are mostly caused by mutual lack of communication and lack of communication.

Communication is not only a respect for dealers, but also through communication, manufacturers can reach a consensus on many issues, thus avoiding a large number of contradictions.

Of course, this is also helpful for enhancing the private relations between the two sides.

Finally, we try to consider the problem from the dealer's point of view.

"Transposition thinking" can help marketing personnel quickly find the root causes of both sides' contradictions, so as to facilitate proper handling.

In addition, "Empathy" can also help marketers to better understand the nature of dealers and decide on how to invest next.

In short, marketers want to be the dealers' confidant. It's not enough to just rely on the daily "drinking, having fun".

Marketing personnel should be honest with others, and find common topics in communication and listening. Through "pposition thinking", it is better to "do what they want to do", which is the core idea of "feelings" serving people.

Facts serve the purpose of serving the distributor wholeheartedly.

Dealers are mostly experienced and experienced.

Although the emotional investment of marketing personnel is effective, it has always been a supplement to the salesmen, and the distributor thinks highly of whether the marketing personnel can really do something for themselves.

The following ways of operation will eliminate the doubts of dealers and facilitate marketing personnel to get closer to distributors.

The first is to find superior preferential policies and market support, including rebate policy, channel policy, advertising support fee, promotion support fee and so on.

Dealers are very realistic. Although he is directly dealing with marketing personnel, what he really values is the strength of the upstream manufacturers who rely on the marketing staff. The more obvious points are the various support and policies that marketers can get from upstream manufacturers.

Employees in the market must remember that finding a superior is a manifestation of their comprehensive abilities and is also very necessary.

Those who do not seek superior policies are not good salesmen!

Therefore, the front-line staff must try to find better policies and support from their superiors. However, the front-line staff can not easily allocate these policies and support to the various distributors.

Marketers must grasp the size, not only to use all these policies and support in the market, but also to let dealers feel that they are developing the market in a truely and honestly way to help distributors, so that dealers will feel "owes" their own "feelings".

Otherwise, dealers will get "cheap" and scold you for not getting better preferential policies, without getting more market support.

This is the "nature" of Chinese businessmen.

Secondly, we should strengthen the training and management of salesmen (promoters), improve the sales skills of terminal promoters, strictly control the risk of dealers' operation, attach importance to product development, marketing and storage, establish a more perfect and reasonable management and financial system, and comprehensively enhance the marketing standards of distributors.

Because these efforts are of great help to the future revenue of dealers, dealers will keep in mind that marketing personnel will become the dealers' military advisers.

Third, always pay attention to market dynamics, make adjustments to competitors' movements at any time, minimize dealers' business risks and win the trust of dealers.

Fourth, carry out promotional activities of various forms and scales, and personally go to the terminal to promote sales, so as to get the dealer's "heart" in real action.

Fifth, marketers plan to solve some practical problems encountered in the development process of dealers, such as fleeing goods and rebates, and planning for long-term development of dealers, including expanding to other fields and other regions, really standing on the side of distributors, so that dealers feel that marketers are "themselves".

Hit the soft rib to bind the dealer.

The commercial society is a society of "survival of the fittest and survival of the fittest".

It is a skill that every marketer must master to "induce profits and harm them".

If our marketers are always "serving the dealers" and do not dare to put forward any requirements for dealers, then such marketers will never become the dealers' confidant, and even win the minimum trust and respect of distributors.

If a marketer wants to become a dealer's confidant, he must learn to make full use of the "profit" lever. On the one hand, he really does many practical things for the dealer. On the other hand, he should "warn" the dealer in accordance with the dealer's defects and use "terror" language, so that dealers can fully realize their value.

Only in this way can dealers finally accept marketing personnel and regard them as their confidant.

Dealers have many weaknesses.

We only analyze the two aspects from inside and outside.

In terms of internal factors, many dealers have risen only after reform and opening up. Therefore, most of them are of relatively low cultural quality. They are relatively simple in thinking and narrow in vision. In those years, they could easily get large amounts of wealth if they had the courage to take risks.

But in recent years, with the rapid development of the market economy, many of them have not been able to keep up with the times. Their careers are also falling.

Many dealers even fear and abandon their careers to retire. For them, who can help them continue to adapt to the society and continue to grow their businesses is their "most loving" person.

Marketers often need to work harder in order to become distributors' confidant.

From the external factors, the market competition is becoming more and more serious nowadays, and the risk of operation is greatly increased. The trend of "the stronger the stronger, the weaker the weaker" is more obvious.

Many small and medium-sized brands are faced with the possibility of bankruptcy and bankruptcy at any time. Before they withdraw, they will make every effort to "sell" the last money of the dealer. The market share of the big brands is more concentrated, and their dealers' selection is also increasingly strict. The rapid rise of large supermarket chains and professional stores has occupied most of the market share in the commercial circulation in many central cities, and the pressure of traditional small and medium dealers is increasing day by day.

Decide on what path to follow?

It is a very realistic question for us to continue to survive, to develop in a long term or to quit immediately.

What should marketers do at this time?

On the one hand, it introduces the latest marketing and management theories at home and abroad and pmits them to distributors so as to enable dealers to "keep pace with the times"; on the other hand, aiming at the internal difficulties and difficulties faced by dealers, and combining with the local conditions at that time, puts forward some suitable marketing concepts, such as regional marketing, intensive farming, winning the terminal, community marketing, outward expansion, and so on, so as to help distributors win the opportunities of survival and long-term development.

If marketers can seize the soft spot of dealers and make corresponding measures, they will become more confidant of dealers.

Epilogue

Marketers become the hearts of distributors, and become "bosom" is not the ultimate goal, but a "process", a "tool".

Marketers, in the final analysis, still belong to the employees of upstream manufacturers, so their starting point can only be for the best interests of upstream manufacturers.

Marketing personnel in the process of seeking to become distributors' confidant will contribute to the development and expansion of dealers. Meanwhile, through this effort, marketers can create greater value for upstream manufacturers. After all, dealers sell products and get profits, and the upstream manufacturers also get profits.

Upstream manufacturers and distributors in the market are "one glory, one glory, one damage".

Marketing staff become the confidant of dealers. In the final analysis, they are still in need of their own interests.

When President Nixon, Clinton and Bush visited China, they always said, "I visited China for the benefit of the American people."

Yes, that's true.

If at this stage, who shouted, "public ownership is demanding that we fight for the interests of all mankind", I think it is a Farting!

In the current era, the people of every country and nation can only strive for the interests of their own country and people.

To do the same thing in the market, changing all the time, we can never get away from it. As an employee of the upstream company, marketing personnel can only help dealers in the interests of their own enterprises and become the confidant of dealers.

There is always only a relationship of interest between the manufacturers!

This is something we marketers must always keep in mind.