Two Catalytic Converters For Good Relationship Between Distributors And Strong Brands

Handling factory relations and strengthening self is strong.

When the manufacturer takes advantage of its brand

Ma is always a first class dealer in a large beverage company in China. It has been working for 6 years. However, the company launched a new single product in 2010. The regional customer manager did not communicate with Ma deeply, and redeveloped a stronger dealer in the area, retaining only the distribution rights of Ma Zong's old brand.

In fact, there has been a contradiction between the market intensive farming and the cost investment. The customer manager has pferred the new products to the more active dealers in order to improve sales performance.

To this end, the old dealer market development enthusiasm is lower, the factory support is also less, the market in the running in turbulence.

Over the past year, new customers have been enjoying a lot of enthusiasm, and have been eyeing the old products.

Ma always started by the brand, but in recent years, the company's bold reform and the use of computers, data, channels, and intensive marketing techniques have made Ma always feel overwhelmed, and the influence is declining.

Ma is not willing to be reconciled, but the situation is becoming more and more passive. He may lose all dealership because of contradictions.

In this case, dealers themselves have three weak aspects: first, do not keep pace with the times, let the factory attach importance to themselves, because there is respect for respect.

Second, in the process of negotiating with the factory staff, it always exposes unhappiness and contradictions, not smooth communication, but squeezing contradictions.

Third, the lack of foresight for peace and danger has not established its own channel barriers. Strong channel resources are bargaining chips for distributors. No manufacturer is willing to cut out distributors with perfect channels.

How do weak dealers cooperate with strong brands?

Do not match, be modest first.

No matter whether dealers are strong or weak, they must maintain a low profile attitude, but they must have a spirit of perseverance, so that they feel that although they may not have enough strength at present, they can reach new heights through efforts and improvements, and give factory confidence that the factory can trust themselves.

Of course, dealers still need to make concrete reforms to push forward and constantly improve themselves, but at least their communication expression and spirit must first be recognized by the manufacturers.

Many old distributors have been working with a strong brand for a period of time. When the factory party wants to clean the dealer group, it holds the attitude of how big it is, and does not talk about how the future market operates in front of the factory staff, but talk about their courage in the future.

For a long time, the factory staff will be disgusted and disdained.

It is better to maintain a modest attitude and ask the factory staff to give practical guidance and development advice. To tell the truth, doing practical work is more conducive to the respect of both sides and the development of future relations.

Mismatch, first specification

Many old dealers are accustomed to their own "old" set, ignoring the new system and methods, it is easy to incur the dissatisfaction of the factory staff.

Because the factory staff is also doing their own business according to the process, the dealer's disregard is the disrespect for the factory staff, and the relationship will be tense for a long time.

In fact, it is already a trend to do normative things and even to manage the distributors' companies. Many large brands have the requirements of their management level, hardware, software and whether they operate in company when they choose distributors.

Therefore, distributors should also standardize their work and support their work processes.

If the distributor is not corporatization, it can invite the factory staff to give guidance to corporatization operation. The construction of standard system, team and culture is also conducive to its own development and matching with the distribution brand.

The improvement of dealer management and operation level is also the foundation and guarantee for the right to speak.

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Face up to problems and keep smooth communication with manufacturers.

The contradiction between manufacturers is objective and inevitable. For the contradictions in the work, we should solve them as soon as possible, do not accumulate contradictions, and create unnecessary obstacles to cooperation.

Smooth communication is an effective way to resolve contradictions. The two sides can talk about certain views and operations.

For example, the promotion of a certain market is weighed by the two sides. The distributors can cooperate with each other directly. It is really difficult for them to apply for support from the factory staff.

But many times, when a dealer listens to a factory to do activities, he feels very disliked and rejects it. But the factory needs to carry out unified activities.

This will not solve the problem. Many things need to sit down and discuss.

Dealers must communicate with manufacturers, clarify their own realities, get the understanding of manufacturers, and seek a more reasonable way to win, rather than complaining.

Follow the big policy, develop smoothly and make a good example.

The pursuit of generous needles is a must for dealers and a shortcut for homeopathy.

The national market activities carried out by the manufacturers are of great significance. Basically, there is no room for negotiation. Dealers need to cooperate with each other. Instead of doing useless prevarication, they should actively cooperate to make a model and get the factory's approval.

Such activities will give sufficient support to the manufacturers, and dealers can also take advantage of this opportunity to further activate the market and do solid work.

Many old dealers usually accumulate many small problems. If they are still confrontational on big issues, they will be caught by the factory and be punished severely or even eliminated.

The cooperation between distributors and manufacturers must be insightful and unnecessary.

Establish prestige and influence with channel strength

The strength and weakness of dealers are mainly manifested in two aspects: the strength of operation and the ability of channel management and control. Among them, channel capability is the core of cooperation between distributors and manufacturers.

Good customer sentiment and channel strength can also make dealers evergreen.

But in many cases, the market order changes, dealers can not keep pace with the times, and constantly lose their sales outlets, this is a dangerous signal.

In the market competition, the display of terminal nodes and the stacking of the terminal sites also start to appear in various stores like the supermarkets. Some of the distributors need to have good customer sentiment and visit maintenance. At the same time, dealers need to invest part of the cost to strengthen and nourish channels, because although you are strong brand, but you do not pay the fees, competing for goods, the intensity of your channel will weaken, even some unpleasant stores will become monopolized by competing products, and will continue to nibble away your outlets.

The market atmosphere and channel breadth will be greatly reduced, and sales will naturally decline.

The factory will naturally be dissatisfied, and cooperation will also enter the tense period.

In this case, first of all, dealers need to shoulder certain channel costs themselves. At the same time, they also need to talk about sales incentives with manufacturers, and apply for certain channel support costs to maintain their channel strength.

If a dealer takes the attitude of dragging, deceiving or abandoning a fee terminal store, it will weaken the channel strength and weaken its right to speak.

Since it is the use of channels to make money, investment is inevitable.

The standardized management of distributors and team's meticulous maintenance of channels, and the establishment of good customer relationships can also reduce investment for dealers.

Good customer support and cost support will also increase the strength of dealers' channel.

Channel strength and brand strength are the weapons to enhance dealer's influence. Weak dealers can only build up their prestige and influence in the industry through hard work, so as to cooperate with factories in order to absorb more strong brands and expand themselves.

In short, the cooperation between the disadvantaged dealers and strong brands, and the desire to achieve a harmonious situation, must be matched to the extent that they are strong enough to be strong. When they are not strong enough, they should be modest first, cooperate with the manufacturers, standardize their own development, control and standardize their operations through the market, channel themselves, become a growth dealer, maintain smooth communication and deep cooperation with the factory staff, and promote the healthy development of cooperation.