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How Can The Franchisee "Want Policy" To Manufacturers?
Speaking from a small case, LCT company is a regional agent engaged in energy saving electricians and electrical products. The company is located in a county-level city in the south of the Yangtze River. Although the local economy is relatively developed, after all, the market capacity is limited, so the overall sales volume is not large. Through the market, LCT decided to set up a branch in a neighboring large city, and the agent power was also confirmed by the manufacturer. Subsequently, a series of market strategies, management structures and adjustment of main channels have been carried out. But in practical operation, LCT faces many headaches, especially from the communication with manufacturers. For example, in the new market personnel, advertising, distribution and other aspects of the capital investment, as well as new customers credit risk sharing, and manufacturers are divided. He hopes that the manufacturer can give him enough attention and invest in the new market and replace the related expenses, so that he can share the risk of his customers. However, most of the results were not what he wanted. LCT is puzzled. Is "win win" only oral? Is your request excessive? How can the small and medium-sized distributors and agents develop and attach importance to and support from the manufacturers? Such a problem is not just a LCT company. In the practice of dealer management and service, I often talk about this topic with customers like LCT. In the face of all kinds of "requirements" and "expectations" from businessmen, the company's evasive and prevarication act will not help and leave the future behind. Returning to a middle angle, here, we will discuss with LCT: how can we make policy to manufacturers? What is the best way to do this? Do I have to bow and listen to orders or even beg for mercy? LCT will ask questions. Of course not. The interest community relationship between manufacturers is the embodiment of the overall view, but it is often vague and dynamic in some local or specific customers. This is a fact without doubt. Especially in the developing small and medium sized dealers, and manufacturers forming "conjoined people", there is a gradual process of inoculation. We must have a correct understanding of this point. How can I manage to eat hot tofu? At this time, we might as well go out of the "heart prison" of "good manufacturers in the eyes of businessmen". From another angle, we should give ourselves a proposition of "good businessmen in the eyes of manufacturers", and reconsider our own "requirements", and then think about the ways and means to "push them out". The success rate of the "unilateralism" is much larger than that of "unilateralism" after the replacement and sorting. 現在我們就來做一個這樣的列舉，把它叫作“廠家喜好圖”也行： 廠家喜好圖： ·誠信重于資金，專心重于規模 ·合伙關系、所有權人、管理權人明晰 ·對區域市場有深刻認識，不盲目進入 ·對經銷產品有深刻認識，不沖動投資 ·合作前有一定系統性的人員、市場、財務準備 ·注重契約精神，簽約前與簽約后一個樣 ·經營者能夠積極引導經銷產品的重點推廣 ·理性的分析市場風險并有一定的危機準備 ·面對市場困難，能夠堅定信心，風雨共濟 ·維護廠家信譽，積極推廣品牌的 ·信守帳期，不惡意拖款、欠款 ·終端規范，執行即定價格體系的 ·分銷去向清楚，市場信息能夠共享 ·不同利潤、規格、品類的產品銷售比例平衡得當 ·帳目往來清楚，能夠執行較規范的財務制度 We should not promote the operation of the underground giant alliance, and promote the operation with a legal means to maintain healthy development. We can actively cooperate with and actively participate in the market activities of the manufacturers. We can constantly improve our business ideas and adapt to the changes. We can achieve continuous sales growth. We can keep up with the growth of sales. We are able to communicate with each other easily and clearly. We have a clear vision of our families. We have unity of purpose, unity of objectives, no internal dismantling, reasonable demands, reasonable planning, more two-way thinking, mutual trust, and no casual information. It is safe to operate, not to be greedy and quick, eager for quick success, instant benefit, good faith cooperation, not spanferring business risks or setting up "cooperation traps". Why do we always look at the manufacturers' faces? Dealers will call this way. Let's take a closer look at the "factory preference map" above. It is easy to see that the vast majority of "manufacturers' preferences" do not contradict "business preferences", and most of them are corresponding and mutually successful. That is to say, if you can make a careful and comprehensive consideration of your interests and common interests before you make the request, it will help you achieve your goals. First, it changes your mindset, and it will be more "necessary". In the past, you only started from the possibility of unilaterally and unilaterally operation, and considered a win-win strategy. Sometimes you even know that "ten take nine instability". Now, your "need" is more reflected in the "positive attitude towards the market", "commitment to greater sales responsibility" and "active cooperation with manufacturers". Second, it has changed your way. It is not only bad for manufacturers to attach importance to them but also to "policy", which is absolutely harmful to the development of cooperative relations. Even if it is known as a foreign capital brand, which is famous for its norms and orthodoxy, there is still a certain element of human control in the operation of manufacturers. Therefore, how to "policy", how to get proper and even additional attention and support is really a learning. We need to think about technology and system thinking. Let's go back to the LCT's current requirements and see how we can help them achieve "enough attention from manufacturers and be able to add certain promotional costs and share market risks". The "policy" of everyone is going to be different. What kind of "requirements" are easy to achieve? We summed up a RPAS four measurement method, hoping to help small dealers to judge the rationality of "requirements" and the scientificalness of "methods" through self-examination in advance. (RPAS, respectively, represents the four items of measurement for the "request". It refers to Realistic's reality, Planned plan, Attainable's matching, Suited matching. Now, let's take a look at the case of LCT. R: Reality: the "request" you mentioned is based on the current market situation and is beneficial to improving the real relationship and sales situation. It is not unreachable and unpredictable. Therefore, when LCT puts forward the "support" requirement to manufacturers, we must think about the realistic pressure and problems that we are facing at present, and list it out, and remove those long-term and unforeseen requirements. Thus, in the eyes of manufacturers, your "requirements" are realistic and reasonable, in order to solve the current practical problems, and you can make a clear judgement. P: it is planned that there is such a group of businessmen who are very uncomfortable in the business field. He believes in the viewpoint that "crying children have milk," "policies are bottomless", "do not be white, they need to go on" and so on. Regardless of needs, conditions, occasions, and time, there is no systematic thinking about what "want" and what others have to "want". "To" seems to be just his habit. Taking LCT company as an example, it is better for the manufacturer to support the market charge, and at the same time, it is better to put forward this requirement and to explain its own market initiatives and cost plans around it, so as to show that you are thoughtful, planned and prudent. Otherwise, who would not think that you are a hot head and a lion's mouth. A can be achieved: this means that your "requirement" is based on the actual ability of the two parties to fulfill and the general rules of the market, not too "grand" and "ambitious" and difficult to achieve. At the same time, the process of "asking" is also a "commitment" process. It is through the promise of the future that the confidence of manufacturers should be established and the "requirements" can be achieved. Therefore, small and medium-sized businesses should also be cautious when giving their promises, and do not "sacrifice the future with the present". Unrealistic demands will be "wishful thinking", and too much commitment to water will be lost. For LCT companies, it is necessary to put forward an appropriate "price" after taking into account their own business capabilities and market expectations of manufacturers. You know, not everything is "bag for safety". S, matching: in most cases, the strength and mode of manufacturer's support are closely related to the sales scale, business credit, business format, development trend and the actual profit contribution to the manufacturer. That is to say, despite the influence of interpersonal and social factors, although some enterprises can still open to "small kitchen" by means of "eating and drinking" and "laughing and cursing", there is a "matching" relationship from the general aspect and direction. Therefore, it is understandable that small and medium businesses that are able to work together with manufacturers and share market trends and update their thinking and direction are often able to combine their own strength. There is no absolute "one bowl of water level" of the manufacturers, there is no absolute "all around the world," the "policy", as long as "matching" is "reasonable". LCT company should have such a "mindset". It can clearly judge its position and role in the market and in the factory, and move in time and in action. It is the common point and the key point of all "people who want policy". "Heng Tian commerce" is a regional agent of a well-known electronic brand. Its scale is similar to that of LCT. Its starting point is not high and its starting is late. It is also faced with many difficulties of "re growing". Thus, through various channels and ways, it is common for "Heng Tian" to "complain, cry and ask for". In the visit of a factory manager less than 3 hours, he has indicated or hinted the following "ideas": some products are unsalable and retailer returns, resulting in a number of stocks to be withdrawn; he added 2 salesmen to large customers, preferably to solve the salaries of staff; the index set at the beginning of the year is too high, and the possibility of completion is not large; several new varieties of new products are not sold well, "we do not recognize" here; In March, he joined the "3" in the city. 15 "activities, booth fee, I hope... A half joke: the last time we went to the factory to pick up the goods, we were fined 3 times by the traffic police. It was counted on your head all the way. The last month's "big list" was purely for helping manufacturers to make brand names, and they didn't earn a penny. The company wanted to open a store, the location was not fixed, waiting for the factory manager to help the long eyes, and it was best to open up with the manufacturers. The cost of the spanfer was too high, could it subsidize the freight point? In the neighbouring City, the distribution is badly done, hoping to "radiate" in the past, and "historically two places were originally one"; the "competing advertisement" in the TV station has a great influence on its own side. In order to get a project, he has done a lot of work. If the manufacturer is fully supported by the manufacturer, it is not a problem to accomplish at this time next year. Agents like "Heng Tian" are very common. If you are the manufacturer's representative, after hearing these requests, what's your first reaction? I don't think it will hurt. Objectively speaking, the above "ideas" of "Heng Tian" do not exist, and whether they are "reasonable and reasonable" are normal business practices. But why is it always difficult for people to accept, or even to oppose? I think the following problems can be improved and can be improved: 1, starting point is single, only considering from its own situation, ignoring two-way thinking; 2, the interests of a single point, the "win-win" interest after the "request" has not been stressed; 3.
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