Agent Dealers Win The Manufacturers' Seven Weapons.

First, bid farewell to the thick and black tactics. Almost all dealers now say "business is difficult to do". Almost all dealers will be hard to do because of external factors such as competition, but they do not see the current situation from their own problems.

In the context of the marketing organization of the manufacturer and the modern marketing channel management, which has already mastered the advanced marketing method, the dealer still stays in the old operation thought used by the previous wholesalers. Those "thick and black practices" that dealers and manufacturers have worked for in the past 30 years have been the "profit model" of dealers, but now they have become the "original sin genes" which impede the dealers' growing up.

There are four kinds of thick black weapons commonly used by dealers in dealing with manufacturers: first, goods (money): there are three types of tactics commonly used: first, laying the bottom goods directly.

If the manufacturer wants to withdraw the funds, if it sells poorly, it claims that he will lay the bottom to the channel customers. If the sales volume is good, he will make a large number of sales commitments to "verbal commitment" to offset. Second, ask for cash on delivery, and so on, when goods arrive at the warehouse, it will compile various kinds of reasons for delaying payment. This is a disguised means to lay the foundation goods. Third, the bill will be used to make use of the bank system pfer time difference and protect the depositor's policy, draw up the real bill of exchange, then calculate the arrival time of goods, and intercept the remittance from the remittance line when the goods have not arrived.

Two, "black" promotion costs.

It is common for dealers to deduct samples, sell advertising products, make false sales promotion fees, and receive media advertising commissions.

During the golden period of liquor sales in 90s, the head of the manufacturer's business often met with the head of the advertising agency in the distribution office. Some dealers simply let their wives or lovers start an advertising company, making money in front of them, and earning advertising fees behind them.

Three, "channeling" goods.

Using regional sales differences and promotional policy differences, the front door is purchased and the rear door is shipped.

As a result, the price of products gradually decreases. This process is called "peeling", that is to say, skimming the profit space of products until skimming and losing brands.

Four, "down" price.

This is usually the usual practice of a retaliatory attack by a dealer to a manufacturer. For example, a normal 20 yuan product sells for 12 yuan, which pulls down the price of the market channel at once, resulting in the normal price being unable to ship. This is known as "smashing the plate". The distributor makes use of a smaller loss to cause the product to break off and even die. The above black and thick tactics are basically illegal, and belong to the category of business ethics.

These acts are actually immature dealers' performance, which is harmful for dealers to establish their own brand in the region and become bigger and stronger.

Two, master the "seven weapons", Sun Tzu said: "soldiers,"

Competition is not about feeling and talking about feelings. Competition must use wisdom to win. Any battle requires weapons. We create new seven weapons for dealers. It is not only a way but also a wisdom. It is a great wisdom to know, to win and to win.

The first move is to guide and obey.

Sun Tzu said, "the army is in harmony with the right, but not in the right."

Dealers in the process of dealing with manufacturers, the most likely mistake is to be arrogant and respectful: decide to cooperate before all sorts of picky, after the payment has been beaten.

This is to talk about business with ordinary people's attitude: you have to be proud of me when you ask for it, and you should be humble when you ask others.

If dealers think differently and start negotiations with manufacturers on the platform of business opportunities, there will be no difference in attitude.

The purpose of dealers is to pursue the final result: making money is not a pleasure to enjoy the process, or a face to face satisfaction.

Therefore, dealers must understand from the very beginning: for any product, the initiative of sales and promotion is always in the hands of manufacturers, including seeking the first payment.

From the time of negotiation, the cooperation with the manufacturers is obedient, listening carefully to the factory's analysis, plans, methods and resources for the market. Through the analysis and demonstration of the rationality of the sales plan, it reduces the risk of investment, and inspects the true intentions, decision makers and sales strategies of the manufacturers, so as to provide complete and symmetrical information for decision-making.

Dealers should not hesitate to pay any market efforts, but they must pursue a result: making money.

This is the central point that always surrounds the manufacturer when evaluating cooperation or cooperation.

Dealers can basically judge the vitality of products by inspecting the past sales status of manufacturers, or by testing the attitude and evaluation of channel merchants and consumers through simple market research methods.

Under this premise, the way to cooperate is to analyze cooperation.

No matter how the way of cooperation is, how to grasp the initiative and control risks is the inner thread of a dealer. Seeking profits is a slogan. It is the two sides of one body, such as the Taiji diagram composed of yin and Yang.

"Thirty-six plans" is "overcoming the sea": Yin is in Yang, not in Yang.

If dealers do not learn to obey, it is very difficult for manufacturers to deliver the strong brands confidently, and they can not achieve their goals: making profits in controllable.

Trust may not last forever, but without trust, there will be no foundation for business, which will increase the cost of communication between the two sides.

Obedience in business rules is the basis of guidance.

Dealers can understand this point and basically ensure cooperation in the development of controllable risks.

The second trick is to use the other way and return to others.

There are many reasons for the breakup between manufacturers and distributors, but the first crack usually starts with the divergence of market views.

For example, when the market strategy of the manufacturer is pferred from the big circulation to the modern channel, or the demand for strengthening the market service and the intensive cultivation of the channel, if the distributor can not keep consistent with the factory, the cooperative relationship must be at risk.

Dealers must analyze the marketing strategies and sales policies of the manufacturers, including the sales management system, process and format. They should be familiar with the business representatives of the manufacturers.

Because the manufacturers are in accordance with the modern marketing concept of organization design, market planning, and professional managers management, dealers must also realize the management of managers before they can smoothly connect with the manufacturers.

Large dealers in China usually set up marketing department or brand department, which is responsible for market analysis and planning jointly with manufacturers.

The marketing department or brand Department of the distributor is responsible for the negotiation and marketing promotion plan of the manufacturer, and the internal departments are responsible for the implementation of the business departments and the responsibilities of the General Staff Department.

The managers of these dealers are familiar with the concepts and methods of modern marketing, and have a professional understanding of manufacturers. They can communicate with different market operation concepts of different manufacturers, and stand on how to achieve a win-win position through the market, so as to achieve professional docking with manufacturers.

Only when we are familiar with the market strategy and management system of the manufacturers can we make the best use of the other way, so as to grasp the initiative.

The third step: manufacturing dependence.

For manufacturers, the best dealer is the super teller machine, when to fight money, when to fight, and do not require too much promotion policy, it is like a wife wishing her husband can pay any bills at any time, and no hobbies.

The idea of dealers and manufacturers is also the same: manufacturers always support a lot of markets, and never insist on buying money. This is like a husband wishing his wife to be a beautiful woman plus a rich woman, and a strong wife and a housewife.

Another reason for manufacturers to choose distributors' sales mode is that they do not want to rush into resources and make dealers as pioneers.

Because of the lack of knowledge of the local market, the lack of ready channel relations and the unsound sales force, the manufacturers chose the agent channel mode to develop the market.

This is the balance of power that dealers must maintain.

Dealers should establish all channels for distributing products, block manufacturers' involvement in market channels, and at the same time have the will to break down when manufacturers take part in or deprive distributors of existing channel access.

Fundamentally speaking, if manufacturers are determined to spare no effort in resources and operate directly by themselves, distributors will not be able to stop them. Dealers must protect their own channel resources and resolutely oppose manufacturers' implementation of distribution measures outside the system.

But at any time, we do not need to carry out information blockade, and we must take the initiative to share the sales channels of brand channels with manufacturers.

Therefore, the dependence of manufacturers on channel and cash flow is the decisive factor for dealers to maintain the balance of power with manufacturers. Once the balance or factors change, the relationship between manufacturers will change.

Sun Tzu said, "power is also the right to make profits."

Dealers, as authorized agents, must take advantage of the balance of cooperation and turn passivity into the initiative so as to fully obtain the benefits of agents.

The fourth trick is to conquer foreigners.

The so-called "rule by foreigners" refers to the combination of the distributor's balanced distribution of products, and there are three criteria for evaluation: sales volume, profit and brand influence.

Nowadays, manufacturers often ask distributors not to operate similar products or set up special sales prizes in order to establish closed distribution system.

For example, beer dealers can not sell other beer brands, but they can distribute liquor and wine to complement each other, while liquid milk is basically directly or exclusively sold.

How can dealers choose product portfolios in order to reduce both channel cost and risk tolerance?

Complementarity is absolutely necessary. It can be divided into three main categories: complementarity in light and high season, complementarity of similar products in different grades, and complementarity with different types of channels.

Instead of suppressing each other with different manufacturers, the dealer controls the stability of his own business.

The principle of reasonable product mix is that the sales volume of any brand of the dealer should not exceed 40% of the total business volume, while the sales of second brands in each category or seasonal product should not be less than 40% of the first brand.

When dealers distribute the product structure according to this rule, they can not only play the role of relying on foreigners, but also maintain steady growth of their performance.

The fifth trick is to give up a small house.

The impression that the dealer gives the manufacturer is to consider small profits. One of the performances is that manufacturers often support manufacturers at a fixed cost, such as channel salesmen and terminal promoters, while sacrificing profits in these flow costs for channel promotion. Secondly, they are unwilling to bear the cost of maintaining the market in the off-season, resulting in a direct proportion of factory input and output.

In fact, the channel business team and terminal promotion team are the two magic weapons of distributors. Dealers should firmly grasp their own hands and not allow manufacturers to get involved. Of course, manufacturers can be required to pay part of the cost by providing services to manufacturers.

In the off-season, manufacturers have greater pressure on performance, dealers should actively plan some marketing promotion methods, invite manufacturers' business executives to participate in the cost, and can take the way shared by both sides in exchange for manufacturers' trust and support. The absolute cost of them is negligible for the profit during peak season.

Sun Tzu said: "the difficulty of military struggle is direct by means of roundabout, and benefit from suffering."

If a dealer has the vision of knowing the potential of the product, he can deal with the contradiction with the manufacturer well. He knows that a small strategy must really have a deeper understanding of the conflict of interests.

Sixth way: pay attention to the process.

In the process of dealership with the manufacturer, the stronger distributors pay more attention to the contract, often raise a lot of questions about the format contract of the manufacturer, which leads to difficulties in negotiation. Sometimes they try to be complacent with some articles which seem to be favorable to them, and relax risk control in the future practice.