Puzzles And Solutions Of Agency Dealers Under The New Situation

Case of talent confusion: Li, general manager of Zhejiang Yicheng trading company, was recently very upset. The sales manager of the newly recruited director of liquor sold away in less than three months in the first place in Xiaoshan.

And a few of his business leaders, who have been trained by their own hands, are becoming more and more disobedient, demanding a little more strict, and they even want to "quit".

If the wings are hard, they always think of "Peacock Flying Southeast".

Li is worried about this situation.

Analysis: similar to Li's confusion, many dealers are afraid of this.

Indeed, regardless of the size and size of the distributor, it is indispensable for the employer.

In the early stage of the dealer's pioneering work, it is often possible to solve the problem of manpower shortage in the product sales work through the way of "own family". However, with the increasing number of agency agents, or after the rapid development period, the distributors have already had the embryonic form of the enterprise operation, or have already implemented the company operation. At that time, it is far from enough to rely on the help of relatives of several "loaders".

As a result, recruiting people who are needed in the society becomes the first choice for some fashion dealers.

However, it is limited to the quality of dealers, including extensive management, or even lack of management, lack of process and standardization. Some recruited personnel often lack sense of belonging and lack of room for improvement. They can not imagine the future development prospects, and lack of training and upgrading system for their distributors. Therefore, when they can not see the "money" scene, they will become their choice and best policy.

The solution is that dealers are generally hard to recruit and can't keep up.

If dealers want to break through the bottleneck of employing people, they must change themselves from the root: changing their own ideas and changing their way of behavior. Only by changing their own lives and changing their own, can they change their dilemma.

1, change your mind.

Because of the lack of learning ability, many dealers often stay in the 80 and 90s, and they are not able to plan too much development.

There is also a lack of vision for the future.

They often pursue empiricism, and they must be known as past glory, or even some of their business habits.

These habits, in fact, have brought bad impression to these post-80s generation. Therefore, if dealers want to better retain people, they must grasp the pulse of the times, keep pace with the times, and constantly bring new ideas and new ideas to these marketers or professional managers, improve their connotation, and attract talents with personality charm.

2, use culture to keep people.

Through the construction of enterprise culture, to create a good working environment and open atmosphere, it is also a better way for the dealer enterprises to leave people.

There are not only institutional constraints, but also good internal corporate culture to regulate employees' work life and form a family atmosphere full of warmth.

For example, establishing an enterprise culture platform such as enterprise idea, enterprise purpose, enterprise mission, enterprise slogan and so on, through the concern and care of the boss of the dealer to the staff's work life and so on, forms a kind of staff's centripetal force and cohesiveness to the dealer enterprise, enhances the loyalty of the staff to the enterprise, and thus can work for the enterprise with the core, instead of thinking all the time, making the boss bother and bother.

3, retain people with salary.

It is the most effective way for distributors to keep people with pay.

As dealers, many of them have the characteristics of "small family". In fact, as distributors, they can open their hearts. Just like the "OEM" dealer Niu Gensheng, "small win depends on wisdom, win victory by virtue", adhering to the purpose of "gathering talents" and "gathering wealth and scattered people", and providing challenging remuneration assessment mechanism to employees, through the high standard of remuneration and high demands, and abandoning "big pot", so as to attract talented people to join in and work hard.

Management confusion case: a beer brand dealer Lao Zhang is the largest beer distributor in the region.

His staff now has 20 people, but in recent years, with the continuous expansion of the company's scale and the increasing number of personnel, he feels that management is becoming more and more laborious. Some employees often work behind schedule, some employees are lazy on the way to shop, and some marketers eat the difference in the sale. These cumbersome trivial matters cost him a lot of energy, so that he feels inadequate, and many jobs do not know where to start and how to improve their work efficiency.

Analysis: many dealers in the process of development and expansion are faced with difficult management and difficult management.

Many dealers in the early stage of business, often rely on a few people, several guns, laid down their own territory.

With the rapid growth of enterprises and the increase of personnel, the "oral" management, which relies on command and command, is becoming increasingly ineffective.

Because these dealers have no sense of management and no form of management at the initial stage of entrepreneurship, management has become a booster for enterprises to continue to grow at a high speed.

How can we manage and manage what?

It is still a practical problem for dealers.

The solution is: management is the bottleneck that dealers must break through in the development process.

Management is also a productive force. In a distributor enterprise without management and guarantee, it is hard to imagine that there will be orderly order and a promising prospect of vitality.

Dealers should do well in their own management, starting from the following aspects: 1, corporatization operation.

Company operation or "simulated" corporatization operation is a beneficial attempt for dealers to improve their management level.

On this basis, as dealers can set up their own organizational structure according to their own development needs, for example, set up the finance department, sales department, marketing department, logistics department, customer service department, etc., make clear the position of each department in the structure, clear the person in charge of the match, make a reasonable job responsibility, then, a radish, a pit resettlement personnel, clear workflow, and implement "pipelining" type of operation management.

2, establish and improve the system.

Confusion in management is the biggest headache for dealers.

Therefore, from this perspective, as distributors, we should establish and improve the system and build management platform.

Although the sparrow is small, it has five zang organs.

Through the establishment of management system, the formulation of relevant rules and regulations, and strict implementation, a "rule of law" situation before everyone is equal before the "law" is formed, forming a good team atmosphere for everyone to abide by the rules and regulations, and building a disciplined and efficient internal team by improving the system.

3, management is perseverance.

Many distributors are not without rules and regulations. The key lies in the distortion of the execution process, or the management system has not persisted.

For example, many of the dealers' employees are relatives of their own. Therefore, it will bring some difficulties to management, resulting in no penalty, and the system is a mere formality.

Secondly, due to the large mobility of personnel, or the implementation of "one word" management, it also causes the management to be greatly reduced when the dealer is away, or it can not be persisted for a long time, so that management can not actually play a role.

4, the introduction of professional managers.

By introducing professional managers to help themselves manage enterprises, it is also the only way for dealers to implement standardized management.

By allowing professional people to do professional things, dealers can make up for their short management boards, so that they can manage their own businesses through other people's strength.