How Can Clothing Dealers Break Under The Crisis?

When consulting and training the dealers, what I feel most deeply is the confusion of dealers at present. I don't know how to get out of the next step, especially in the past two years, the increase of product cost, manpower and logistics costs, and the pressure from retailers. The profit of distributors has come to a meager era.

In the face of retailers,

Team building capability

Now is the time for team work. Dealers can no longer be the same as before. The development of enterprises relies on a heroic figure. In the past, every dealer would have such a character. He thought he would seize one or two big sales people. The staff would be special and enjoy many privileges.

What we need now is a cooperative person. Sales are not only a result of business efforts, but also a result of the full cooperation of departments such as in-house, warehouse and pportation.

The premise of team building is to set up the organizational structure of an enterprise first, and according to the difference of each post, set up the responsibilities and obligations of each post. According to the size of each person's ability and the style of everyone's work, they are assigned to different posts. There is collaboration between departments and departments, between departments and each post. After the process planning is completed, enterprises can enter the track of benign operation.

Possession of product resources

stay

Carrying capacity of capital turnover

Product homogenization, market competition intensifies, no matter whether the dealer is a traditional channel or a modern store channel, it is difficult to achieve the current knot, especially the operation of hypermarket channels, the general contract account takes 45 days - 60 days, some even after the sale of 45 days, the basic level of return to the company account also need more than 70 days, also need to store a certain amount of goods for inventory turnover, plus nearly 60 days of sales distribution.

This is a very substantial investment.

I remember when I was with the purchasing director of an international famous store, I talked to them when they chose suppliers, they preferred to choose the factory directly. Of course, there was a preferential price. Secondly, the relative strength of the manufacturers was stronger than that of the dealers. There were strong funds to run the stores nationwide. Thirdly, the supply of goods was guaranteed. Hundreds of stores in the country did promotions. The volume was very large, so it was difficult for dealers to control the production of the goods.

Yes, at present, the dealer operation market also needs to pay attention to capital strength. Without financial strength, it is very difficult to make a thorough penetration of the market.

Professional operation channel capability

With the development of the market, different channels have been allocated to satisfy people's shopping needs in many fields. It is not a single traditional wholesale channel. For example, clothing can go to department stores, professional clothing markets, specialty stores, group buying channels, online and so on. Food is also divided into many channels, such as specialized food market, modern business super channel, school, station terminal, convenience store, etc.

Channel refinement requires higher dealers' channel operation capability, because the characteristics of each channel are not the same, and the goods sold in different channels are different. In order to enlarge the regional market, distributors must formulate different sales policies according to different channels, and establish professional teams running different channels to meet the increasingly detailed channel development requirements.