The Cornerstone Of The Survival And Development Of Local Brand Chemicals Agents

With the development of society and the intensification of competition, China's market environment is undergoing tremendous changes.

As an important force in the field of local daily chemicals, they are also facing increasing crisis of survival and pressure. Among them, the greatest impact on them is the lamentation of the market and the return of business returns.

Many agents are in constant emotion during the process of operation. Regional market terminals have undergone tremendous changes, competition is becoming more and more intense, and the market threshold is getting higher and higher. In the past, the good days of sitting at home and doing business have gone for ever. The market is becoming more and more difficult to expand, and the payment of goods is more and more difficult to recover. Various kinds of entry fees, promotion fees, and annual sponsorship fees are multifarious.

With the increasing competition of regional market competition, the division of business is becoming more professional and differentiated. The agents at the municipal level only focus on their own brand marketing From EMKT.com.cn, logistics distribution, channel construction and ground promotion.

Therefore, there is no good sales network, no good sales network, no systematic and scientific channel management method, it will only make the sales scale and efficiency level of the local agents quietly diluted.

Foreword, in the twinkling of an eye, near the end of the year, the "self check" of the annual regional market agent has broken down. Regardless of the size of the agents in different regions, it can be said that there are several happy worries.

Some step up the steps, earn a full bowl, laugh, laugh, and some are depressed, and a year's hard work is running out.

Why is it so different from an agent?

Why do the agents of the same regional market and the same brand advance year by year, while others are hard to manage?

Referring to the current situation of the survival and development of the prefecture level agents, I recall that some authoritative Market Research Institute in the near future published a set of survey data for the domestic cosmetic market industry: the overall business environment of the regional market is 2.5 times more than that of 10 years ago; the competition in the regional market is 3.3 times higher than that of 10 years ago; the average income of the agents in the regional market is 20% years before 10; the average profit of the agents in the regional market has been reduced by 10% a year; the average life span of the agents in the regional market has been 2.9 years;

In the face of such a group of deeply moving market data and cruel reality, it is particularly important to find out the way to break down the survival and development of regional market agents based on investigating the causes and removing the constraints of the disease.

The reason for the development of prefecture level agents is the retrogression of the prefecture level agents in many domestic regional markets.

With the intensification of market competition and the changes of external factors, many agents are beginning to lag behind.

It does not come from the following subjective reasons and influences: 1, Fu Shi an's mentality is fulfilled, and it is satisfied with its inherent achievements; it likes to blame its upstream company for its own backwardness; 2, it is satisfied with family management, does not trust the management of "outsiders", believes in itself only; 3, short-sighted, pursues "instant results" economic benefits, is unwilling to invest in building access and brand image, and has no patience to wait for brand and retail channels to blossom and blossom; 4, light retail and heavy wholesale, and has a suspicion and exclusion attitude towards its own corporatization pformation; 5, disregards learning and enterprising, and is accustomed to relying on its past success experience to adapt and face this changing market. For its own reasons, no

All in all, because many agents can not give up the small wealth, they only focus on immediate interests and be satisfied with the status quo. Therefore, they can not be aware of the danger and can not fully realize the crisis they are facing, and they can not find the right way out.

Nowadays, the market competition is increasing at a high speed. Today, the business operation is like going against the current and sailing backward. The agent has no progress and is backward and backward.

There is also a lesson from success in the watershed of success and failure.

以筆者接觸和觀察到的大批各區域地市級日化品牌代理商的經驗來看，成功的代理商至所以取得成功絕非偶然，因為他們更注重自身系統的建設和作業管理機制的植入： 　　1、但凡成功的代理商，都擁有著自己的品牌管理團隊，員工分工明確、制度完整，依靠績效考核制度進行作業管理；已經從檔口搬到了寫字樓，或者已經將檔口改造成了聯絡處，固定客戶是生意的主要搭檔； 　　2、已經健全了或基本健全了自營渠道和分銷渠道網絡，并摸索出了一套行之有效的零售作業管理體系，能用零售作業的管理模式輔導和服務渠道成員單位和目標客戶； 　　3、諸多成功的代理商，善于運用二八定律指導各項經營管理工作，非常重視對于直營渠道的投入和維護，除了積極在專賣店、商場專柜和賣場超市系統的資源分解之外，還著力加強重點零售終端和次重點零售終端的

And for the channel members between the promotion point, non promotional point data integration analysis and management evaluation system has been familiar with it; 4, any successful agent can understand the market and consumer demand in time, have a unique view and mature operation method for commodity pricing, combination and sales promotion, so as to pilot the quasi planned direct channel now, and then promote the distribution channel. 5, successful agents have good integrity and reputation in the area market, besides the shielding power of various key terminals in the central market, more importantly, they have the courage and strength to continuously invest in their brand and sales channels. Construction work.

To sum up, it is easy to see that success or failure depends on the level of agents. Therefore, the key to the situation is the difference in the level of understanding of channel management and market planning.

Since the 2000, there has been a hot flattening of channels in the field of domestic cosmetics, which is not accidental. It is closely related to the rapid expansion of domestic cosmetics sales.

At that time, many regional market agent enterprises' channels were three level agent system: general agent, first class distributor and two level distributor, and even three level dealers appeared in some areas.

General agents generally only distribute, they rely on the advantages of capital to purchase large quantities of goods, and then "take the channels to be self reliant".

In the channel, the business of "moving boxes" or "collecting electricity charges" is too much, and it is too little to deal directly with the final customers. When the industry profits are high and the upstream manufacturers lack the channel management capability, such channels can survive. Once the competition becomes fierce, the profits of the industry will decline. Upstream manufacturers will naturally try to improve the channels. Those who do not have value-added capabilities, will simply "move boxes" or "collect electricity fees" will be the first to be washed out.

In the context of the reality, there are many foreign oriented enterprises. The upstream enterprises, represented by Unilever and NIVEA, are determined to change the three tier agent system into two tier agent system. The key content of the change is: first, cancel the general agent, and the upstream manufacturers directly develop regional distributors. Each regional distributor is responsible for a regional market independently, and is composed of thousands of regional distributors throughout the country. Second, under the regional distributor, there are two dealers. The upstream manufacturers require the two level distributors to directly face the terminal. The main business direction is retail business and direct selling (mainly facing the enterprise customers) as the main business, and the development direction is not to wholesale.

This new channel mode has greatly reduced the number of agents and distributors in the channel, including "moving boxes" or "collecting electricity fees", while effectively reducing the proportion of "moving boxes" or "collecting electricity charges" in the total business share, and increasing the proportion of distributors directly facing end customers' retail business.

Facts have proved that this mode saves the cost of settling in the channel, improves the efficiency of the channel, and brings more value to the terminal customers and the end consumers.

Deep distribution is not equal to the communication and communication of channel management with many local and municipal agents, and always talks about channel management and market planning. The response to the channel management is always channel management and deep distribution.

In fact, such knowledge is very incomplete and very unscientific.

For a long time, the word "deep distribution" has quickly become popular. In the awareness of many municipal agents, deep distribution is nothing more than requiring products to be as close as possible to the terminals, as many as possible, and as wide as possible.

Since upstream enterprises can learn from nature, they should also be flexible as municipal agents.

Deep distribution is originally defined in the upstream manufacturers' field, aiming at the operation mode of the retail terminal and wholesaler path in sales.

However, in recent years, with the wave of "westerly wind and eastward", the mode of deep distribution channel pformation has begun to prevail in China.

In addition, under the influence of the objective environment of deep distribution, many municipal agents began to play the same role in the East. However, after a long time, they found that the situation was quite different.

Many city level agents blindly blindly follow the upstream business, but in fact, they neglect the scientific management of performance terminals and channels fundamentally.

Deep distribution is different from channel management. It fundamentally depends on the subject difference and objective limitation of the object of action.

Perhaps in a blink of an eye, will also be indignantly shouted: "not deep distribution terminal loss, deep distribution of resources loss!"

Grievances and injustice.

The practice of blind and radical channel reform will only make the agent pay a higher price, make the terminal flat and flat, and make the terminal for the terminal, and even completely abandon the channel management and cost-effectiveness ratio system for the terminal, which will only lead to a sharp increase in the cost of sales. However, the achievement of goals can be good, but only lessons can be learned.

The agents of prefecture level agents, who are deeply involved in many daily chemical products, are generally not profitable opportunities for customers to provide deep services. How to carry out effective channel deep distribution is mainly aimed at strengthening the effective coverage of business outlets and solving the flat development of channel resources, which will contribute to the improvement of the efficiency and scale development of municipal agents.

Looking at the field of domestic cosmetic industry in the domestic market, the deep channel distribution of the municipal level agents has the following characteristics: first, the flat channel is still very critical. If we can control the sales channel of the regional market as "direct camp + distribution", it is very successful.

From the perspective of operating profit, the proportion of profit from direct outlets to the profit contribution of distribution customers is also better than that of 8:2. The second, first tier distributors or distributors should directly deal with retailers, instead of wholesale to other two tier dealers (some two dealers themselves are also specialising in terminal retail business). Third, part of the first tier distributors or distributors will not only assume the functions of distribution, warehousing, and pshipment, which are originally responsible for the municipal agents, but also become the prefecture level agents in the market area of the regional jurisdictions; on the other hand, they will be more or less directly involved in large stores and Lian Suochao. From the number of units between the channel members, the absolute quantity of direct customers and distribution customers is better than that of 8:2.