How Distributors Change To Brand Operators In Agency Channels

There are still a large number of traditional liquor dealers, but some large dealers are changing to brand operators.

What is the difference between brand operators and traditional distributors?

What difficulties do traditional dealers need to overcome when they turn to brand operators?

And how to overcome it?

This article will elaborate in detail.

From the perspective of product broking, brand operators can be divided into two categories: from pure brand buyout business to brand buyout and traditional agent to compound dealer pformation and from traditional agent dealer to brand buyout business.

From the perspective of brand development, brand operators can also be divided into two categories: relying on well-known manufacturers' brands and creating their own extended brands.

The reason why Wuliangye has become the "king of wine" in China, the contribution of the brand buyout business, Jinliufu, Liuyang River...

Five grain alcohol was also bought and developed by Wuliangye after being bought out by dealers.

At present, this type of brand buyout is very common in liquor circles.

This brand buyout business has many strong financial backgrounds, such as some real estate enterprises and pharmaceutical enterprises. Because of its strong financial strength, some super brand buyout businesses have developed to the upstream of the industrial chain, buying distilleries, such as Jinliufu buying some wineries in Hunan, and to a certain extent, from the upstream manufacturers to make their own brands, such as Jinliufu launched the "six lucky people".

After the success of Jinliufu's single product, Jinliufu also adjusted its product line, such as later acting Wuliangye year wine, and later Jinliufu pformed into Hua Ze group, realizing a strategic pformation.

Because Jinliufu relies on the support of the new Hualian Group, it does not have much reference to the traditional distributors.

The pformation from traditional dealers to brand operators is a result of long time accumulation.

Traditional distributors began to develop from wholesalers or traders who made profit margins.

From the perspective of brand development, the brand of brand operators can be divided into two levels, namely, product brand and private brand.

For example, some dealers who rely on the original old sugar and wine company developed their famous brands such as Wuliangye and Moutai.

For such dealers, Wuliangye and Moutai are their stickers.

Such brand operators can only be regarded as distributors of products that have certain brand influence. Their so-called brand relies on the products they represent.

The excellent representatives of these dealers are Shijiazhuang Jiuding liquor industry. They are "better because of their specialties," and are successful with Wuliangye's carrier.

However, a higher level brand operator relies on the product brand to rely on its own brand, that is, to create its own brand.

For example, the brand spirit of Luoyang Wangcheng sugar and wine in the industry is honesty, and how does its brand building process come true?

In order to bypass the high cost and high threshold of catering channels, they spread their products into the smoking hotels next to the restaurants. After that, in order to get rid of the fake hotels, consumers cheat more seriously and build their own terminals. The core of their brand is to think about the consumers.

The products of its agents, regardless of the brand influence, are based on the brand spirit of Wangcheng sugar and wine company in Luoyang.

How to pform the traditional dealer to the brand operator is facing two kinds of internal and external problems.

"The traditional dealer is doing business, and the brand operator is doing business."

Traditional dealers may pay more attention to current interests, while brand operators will focus on distance and height.

From the strategic and tactical level, the traditional distributors are mainly tactical and tactical, while traditional dealers are strategic and tactical, that is, all tactics are to achieve a high degree of operation, not just to stay at the tactical level for short-term benefits.

How can this change be achieved?

The traditional dealer is usually a day by day, making money, making no definite orientation for the future, or knowing how to position himself, or even some smaller dealers.

It's OK to make money in business.

But to do business, we must have overall planning and vision.

Therefore, if you want to be a brand operator, the dealer boss must have a relatively clear positioning for the future of the enterprise, that is, what kind of distributor should be made.

The so-called positioning is not necessarily to do more, but how to build their own unique advantages.

For example, I contacted a dealer to position himself as a professional marketing agent at the county level.

Again, some dealers use their advantages to specialize in a certain channel, such as group buying.

The boss should learn to respect subordinates.

In small and medium-sized distributors, the influence of dealer owners is permeated in all aspects. Generally, they are dictatorial power, how to do what they want to do, how to do subordinate employees as tools, how to teach subordinates to do, rather than let subordinates do their own way to do so, without stimulating the enthusiasm of subordinates.

If a dealer wants to be bigger, he must learn to respect his subordinates, learn to delegate power properly, and give them room for development.

Most of the traditional distributors are family managed or have a serious family management style. Most of them are cronyism, rather than friends and family members. They are often pushed out by family members, resulting in estrangement and internal disunity.

At this point, Gansu Yi Shun industry and trade is undoubtedly successful.

From the day of opening, Zhang Bingqing, general manager of Yi Shun industry and trade, introduced Shuai first to share cooperation system.

In 1996, the company's internal share reintegration was completed, which turned the original family management system into a real limited company, and realized the relative separation of ownership and management rights.

Major decisions such as investment projects and business directions that are related to the overall situation can be implemented only after deliberation and approval by the board of directors.

For daily business affairs, the post responsibility system is adopted, so that managers of departments, export directors and all employees have the right to operate within their own scope of work. By fully empowering them, we mobilize everyone's enthusiasm and creativity, flexibly handle specific business matters, give full play to the initiative of every employee, work together for the development of the company, make concerted efforts to achieve overall improvement in performance, and promote the company to remain invincible in fierce competition.

For example, a large dealer, whose name is hidden, is set up by two brothers. Although his younger brother does not contribute to the company as much as his brother, his brother, who is the head of the company, takes account of the fact that the company has reached a certain height, so that he can re register a company for his brother to do some business, and also open up new businesses.

Talent strategy determines the future of enterprise development.

Talent strategy is indispensable to the recruitment, assessment and promotion of talents.

The traditional dealer's staff assessment system is very confusing, which makes employees feel at a loss, not paying attention to the satisfaction of employees' self-improvement requirements, and ultimately leads to the difficulty of retaining talents, and often takes a business elite to take away a large business.

In addition, how to deal with contradictions between people is very important, such as the contradiction between airborne professional managers and the original employees.

Henan's Sega is also successful in terms of talent training and reserves.

Sega company has more than 150 marketing personnel, and 85% have regular college degree or above.

In terms of talent use, the company, on the one hand, fostering and reusing personnel who have practical marketing management experience and strong business expansion ability from within, and on the one hand, pays great attention to introducing new forces with higher comprehensive quality and market development and management capabilities from outside.

While making good use of talents, Sega pays more attention to retaining talents. The company has a sound distribution system and a generous welfare system, and more than middle-level managers enjoy company dividends. The annual outward bound training is a comprehensive promotion of all staff from the body and mind, so that the majority of employees realize that "management is strict love, and training is the biggest welfare".

To pform the traditional dealers to brand operators, we need to reform the financial system.

Most of the traditional distributors are imperfect in financial system, and the operation of financial revenue and expenditure is not standardized.

For example, the confusion between the boss's private money and the company's funds has led to confusion in accounts, blocked cash flow, and even the whereabouts of funds.

For example, some husbands and wives work together to open a company's distributor. The husband is responsible for the overall operation of the company, while his wife is responsible for financial management, and is also an accountant and cashier.

Two private affairs, such as quarrels due to trivial matters, are likely to affect the company as a whole, or even report personal revenge.

Or some financial operation techniques are not scientific enough to provide guidance for operation.

Distributors are agents of many products. If we calculate the products according to the single products, we can see which products make money, which products are flat, which products are losing money, and then adjust the product line.

To handle foreign relations well and make brand operators, we must do well in the Internet.

The so-called network refers to downstream dealers, channel operators, and even consumers.

He formed a community of interests with the upper and lower reaches.

Distributors are distribution networks, so brand operators must take into account the interests of distributors and form a strategic community with them.

This is also a necessary condition for brand operators.

In this respect, Zhejiang business source is undoubtedly successful.

As a brand operator who grows up step by step from traditional dealers, Shang Yuan advocates that he will become a business platform and form an interest community on the platform with upstream manufacturers and downstream distributors, creating a "joint good three dimensional" business mode.

The advantage of Zhejiang Shang Yuan lies in its control over catering channels, which is based on its strong control over channels.

The upstream manufacturers have brand resources and product resources. Traditional distributors have channel resources and regional markets, but lack long-term goals and have no own brand.

The business source is to take the cooperation with the producers, distributors and terminals. It is responsible for the expansion and expansion of the brand, and has strong market responsiveness and channel (terminal) control.

In this mode, the company has brought more market opportunities to manufacturers.

Shang Yuan has established different modes of cooperation with different manufacturers: making a difference for big brands, making a difference between agents, or developing a product, creating a brand with obvious personality and independent intellectual property rights, breaking away from the fate of traditional distributors controlled by products, and selling small brands with good products but weak marketing power, as a sales company, they are solely responsible for marketing.

In addition, Shang Yuan has been involved in the operation of upstream enterprises through joint ventures, OEM, underwriting and equity participation. Business models are increasingly enriched and improved.

In the "good" level with the distributors, merchants began to consciously choose to cooperate with a number of ideas and consistent goals.

In the form of a joint venture with a foreign dealer, the business source is injected into capital, followed by management and supporting services.

Because the cooperative dealers know more about the local market situation, the company is still dominated by it, and the business source shares resources such as planning, training, information and so on. Apart from financial supervision, it seldom interfered with the operation of local distributors.

Channel management is the main channel.

Terminal channel is an important link for products to reach consumers. Whether they are catering or business super, they are all necessary for drinks products to enter.

Do a good job of binding with the interests of the main channel operators, and form a community of interests, which is conducive to product sales, and achieve a win-win situation.

In this respect, the practice of Liaoning Heng Yi is worth learning from.

Generally speaking, restaurants and hotels often have to pay fees to distributors, but they do not necessarily sell products well.

Henderson, who sells famous wines, goes to the hotel executives to introduce their products and business ideas by holding a small hotel customer Association.

Hotel customers, especially some high-end hotels, have learned some knowledge from them. For example, how to authenticate the authenticity of products is beneficial to their future business.

So Heng Yi won the respect and trust of the hotel customers. Therefore, at the sorority, some customers signed the purchase agreement on the spot.

Of course, this is also related to the objective conditions of reality.

At present, famous liquor has many circulation links and many suppliers, providing a market for the sale of fake and shoddy products.

And Heng Yi's direct and terminal communication mode helps dealers to master the terminals directly and increase profit points.

We should do well in consumer protection.

Consumers are the most terminal and the ultimate source of profits.

Li manager of Hengshui did not do much. In the past few years, she had just pferred from other industries to do wine business, but he was acting as a famous liquor of Henan song he grain and liquid, and made some sales volume. It is not easy to make a strong market in Hengshui.

Asked the reason, Li said that the quality and taste of the wine were recognized by local consumers.

But this is far from enough. Manager Li has implemented a series of services aimed at consumers.

Faced with the strength of Hengshui's old white horse, Li Jingli first chose catering channels as an intervention channel.

They provide full service to consumers and let consumers fill in some of their personal information after buying wine.