Agents That Have Been "Lost"

Channel change is a buzzword in the marketing field in recent years. In this new channel revolution, the general trend is that the center of gravity of the channel has been sinking, and the terminal has become the new marketing direction of the enterprise.

It was originally a distributor agent system and a distributor's main control channel. Now the enterprise set up the main control channel of the branch company, and the distributor is only an assistant role as a delivery provider.

Cui manager of Anhui does not understand this. If the company can do everything from production to channel to terminal, is there any need for dealers?

Is the so-called social trend of division of labor becoming more and more thin wrong?

Agent manager Cui is a liquor agent.

In May 1998, Mr. Cui made a famous wine product. His product was of good quality and high brand awareness. The network of vertical and horizontal span of Cui manager was very large. He also had good management ability. In 3 years, Mr. Cui achieved about 40000000 sales volume.

This is the best performance of the product sold by manager Cui, and Mr. Cui has high hopes for it. I believe that with his ability, the sales volume of the product will go up to a higher level.

"But the so-called" happiness and sadness ", I was at the most brilliant time of agent career was taken lightly by the enterprise.

Manager Cui was filled with emotion.

In the middle of 2001, when I was preparing for an ambitious effort, the wave of channel revolution inevitably swept me over.

The liquor enterprises are ready to move in the environment of channel pformation. First, eight marketing departments were set up on the channel, and then gradually differentiated into provincial branches. They were mainly responsible for the management planning and development of the market.

With this branch management, the market is standardized and more orderly, and development and maintenance are more convenient and reasonable.

At that time, new changes were brewing in enterprises. By the end of 2002, a more surprising decision was issued from headquarters. The authority of Anhui branch changed from original management to operation and management. With the dramatic change of the decision, Anhui branch manager became a first class agent overnight, and my agent was downgraded to a product distributor overnight.

From the beloved to the abandoned child, they are accustomed to the identity of the agent. They are accustomed to dealing with the sales company of the company, and are accustomed to the service role of the branch, and now the branch has become another "mother-in-law" of mine.

Originally I directly from the enterprise stock, and now we need to buy from the branch manager, that is, the new agent.

Because of the inextricable relationship between branch managers and enterprises, and the deep understanding of enterprise policies and execution procedures, corruption is inevitable. The market policies formulated by enterprises will also be carried out. For example, product promotion activities, the sales promotion activities of the head office will have many additional conditions to us, such as sales volume, such as the standardization of channels.

When it comes to the standardization of channels, I am even more unbalanced. I have always been proud of my channel, and the sales volume also owes to the radiating power of the network. Three years of agency career have always been valued and rewarded by large sales companies.

But after the pformation of the channel, I became the focus of the enterprise. The new agents warned me not to sell across districts or to sell goods at any time, or to sell at a low price or else to stop my goods or to drop my promotional products and preferential terms.

Before 2001, there were several promotions for enterprises every year, but after that, I seldom saw such activities again, so the market was also greatly affected.

Because of the dissatisfaction with the new agency system, I once encouraged my dealers to make small moves behind them, and many dealers colluded together to fight. I promised that the loss would be borne by me alone.

But after losing tens of thousands of dollars in profits, I feel this is not a good idea.

What is valuable network is just irrational behavior. It is worth noting that I feel the crisis when I feel unfair.

In the middle of 2003, the company's agents have been involved in the terminal network. Although there are such disadvantages in the branch agency, the enterprises still occupy a great advantage after the reform.

This has given me a lot of crisis awareness.

Reorganize my network.

After I was downgraded by the company, I once thought that the value of the dealer is the network, but the wide network and the large coverage are not the disadvantages.

A sound network is a dense and efficient network, which is conducive to deep intensive farming and distribution services. Such a network is a worthwhile network that is in line with the trend.

Enhance the service function.

It's not enough to have a single network, but also a very professional service function.

At present, I am training and brainwashing my employees, and completely discarding the original sense of the big family.

Enterprises choose dealers, dealers can also choose enterprises.

Reform has changed my destiny, and it has also pointed out a new direction for me.