How To Give The Agent Benign Pressure?

Compared with traditional natural distribution, the regional agency system ensures the close relationship between upstream businesses and channels, and facilitates the standardized management of channels. At the same time, it also promotes the contractual relationship between the upstream and downstream from a simple distribution relationship to a marketing cooperative relationship, even at the level of strategic cooperation, ensuring the upstream businesses' control over the direction of commodity sales and the control of customer resources, and is conducive to good customer service and after-sales service, all of which lay a solid foundation for the brand operation of enterprises.

Therefore, more and more enterprises tend to use agents in channel planning, and establish a compact and contractual cooperative relationship with distributors.

The agent system has ensured that the upstream enterprises have built up an updated relationship with the channel and realized the controllable, sustainable development and common development of the channel.

But with the development of the market economy, many changes have taken place in the agent system. These changes have a considerable impact on the deep operation mode of the agent system.

In the period of seller's market, the core of the consideration of commodity marketing is to deliver the goods to the customer purchasing terminal as soon as possible. The agency system lacks certain necessity, because the relative strength of demand promotes the rapid growth of the traditional distribution power.

However, with the change of the market environment, the advantages of the agency system gradually appear, and it has become an important form of distribution in the distribution system.

Because of the decision of "market strength and weakness", the early agency system set up a higher proxy threshold in the relatively strong upstream businesses in the market supply chain, and produced the practice of pferring risk to agents such as goods handling mechanism, agency authorization fee, margin and risk gold.

At that time, due to the relative shortage of product supply, many dealers had to make up their minds in order to ensure the operation and market sales benefits.

Today, the overall market structure has undergone significant changes, the supply level can be said to be very rich, new products emerge in an endless stream, compared with the new products that have not yet been verified by the market, many dealers have accumulated rich customer resources, distribution resources, sales experience and market opportunities for many years because of their operation, which has relatively strong strength in comparison.

Compared with many new products entering the market, dealers are turning weak and strong, and because there are too many new supply options, the attitude is naturally much higher.

Under such circumstances, upstream suppliers, especially suppliers of new products entering the market, have to put down their shelves with untested products, hoping to find some suitable distributors as sub regional agents. It is not only difficult to set up the so-called first volume, agency, margin, and so on. They even have to provide basic support for agents at the request of agents, including bottom goods, entrance fees, advertising, manpower, promotion, etc.

So, in this kind of agency cooperation relationship, the upstream enterprises are under great pressure, almost all risks are on their own.

The agent is in a state of light.

And in the distribution of interests, it also presents a more and more favorable situation for agents.

As a result, the upstream enterprises feel the enormous pressure on the one hand. On the other hand, they also have psychological imbalances because they are too involved in the agents, and the ideal expectation for the operation of the market.

The combination of the three forms a strong pressure on agents.

This mentality will soon be expressed in the words and deeds when the agency relationship is confirmed by the contract, which will lead to many enterprises' pressure on marketing agents.

There is nothing wrong with putting pressure on agents, but because many enterprises themselves do not understand the principles of resource integration and cooperative interaction in cooperative relations, lack of scientific and objective grasp of marketing laws, and strong tendency of selfish departmentalism in role positioning, the pressure on agents is becoming malignant.

First, we should only give pressure to the agents as selling "slaves". We only know how to put pressure on them and forget the cooperative purpose of mutual cooperation and resources integration.

Do not make full use of enterprise resources to provide professional training for agents; do not pay close attention to overall market operation planning and strategy coordination; do not consider promotion and PR operation support sales support; do not seriously provide customer service and good after-sale matching.

Without giving the agent the effective promotion of the new product entering the market, the agent can not let the agent quickly start the market through the cooperation of the upstream enterprises to establish confidence. One-sided thought that the goods and capital support stipulated in the contract are all in place, and the work has already been completed. The rest of the work depends on the efforts of the agents.

Ignoring the initial stage of new product launch, first of all, it is necessary to make the agent confident.

This confidence is generated by the efforts of the upstream enterprises in the verification of the market.

Second, in the initial stage of new product entry, everything starts from scratch, not only by the efforts of channels, but by the cooperation of upstream and downstream enterprises, so as to achieve strong alliance and strong interaction.

As a result, the management of agents has become only pressure and no motivation, which is a heavy blow to agents' confidence.

Two, put pressure on indicators. Many enterprises lack of marketing knowledge, especially the knowledge of agents management, and lack of full knowledge of the market, resulting in simple management of pressure on agents, putting all the pressure on sales targets.

In fact, the new product is in the hands of agents. No matter how well the agent has done in the past, no matter how rich the marketing resources the agents have accumulated, the sale of products will surely be a gradual process, which is the law of the market.

A new product listing, which has been sold by agents, intervened primarily in the market, sold and operated by products, constantly revised and improved strategies and models, often appears in the early stage of operation for a long time without sales or low sales. In fact, this is a normal market reaction.

However, some enterprises do not think so. In the most formulaic agency contract, the annual sales quota is set up, and then decomposed by twelve months in a year to become a monthly sales target.

How can it be of practical significance to carry out monthly assessment according to this sales target?

Although some enterprises understand the index unilaterally, or even set out the index management system that breaks away from the market rule, they attach great importance to the role of the index, and finally come to the point that the agency management is equivalent to the index management.

The boss of a company said with great enthusiasm: "I manage agents, that is, he wants to complete the index. Many people do not say that. Do not pay attention to the specific process, just pay attention to the results, I agree with you very much."

In fact, the management of agents only aims at managing indicators. It is also known as "only paying attention to results and not focusing on process".

In any case, it is too simplistic.

Behavior and result should be concerned. To some extent, behavior management is more important than result management.

For new product launch, the agent can not produce the so-called ideal sales performance for a long time in the early stage, because the market has the reaction process, the agent has the basic work to do, and it is meaningless to pay attention to the sales target without rigidly.

On the contrary, the focus on the specific marketing behavior of agents is rather the focus.

It is necessary to know how the agents do it, whether they have made efforts to do it, whether they have done it right, and whether they have done according to the contract requirements. If agents have reached the requirements in the initial marketing industry and laid a solid marketing foundation, are they afraid that they will not be able to produce sales results in the future? If it really fails, it is also estimated that the product itself is a problem.

This kind of concern can always go through the relationship of agency cooperation, but at the same time, we should not forget to manage and control the indicators in accordance with the scientific market rule. Especially in the early stage of new products entering into the market, we should focus on industry management, and index management is a reasonable time to intervene again.

In order to achieve "two pronged approach".

Industry management may be more difficult to control, and index management is relatively simple.

But it can not be neglected, otherwise it can not promote the scientific and efficient marketing operation of the channel.

Three, the form of pressure is too simple and crude, and often hear the instructions of many business owners to channel managers: "for agents, we must strictly manage the criticism, do not be afraid of criticism, and I will take care of what I do."

And take this as the performance of its authorization.

It is also often heard that many agents complain that the upstream enterprises always treat them with "master" and "boss" attitude.

There are problems of communication skills, but the main thing is the wrong attitude.

Among them, the mentality that plays a major role is still the mentality of upstream enterprises positioning downstream agents as "upper and lower levels", and lack of awareness of equal cooperation.

In particular, some agents have worked hard to make the market base well, and the products have a relatively good sales level. The upstream enterprises are not only thankless, but become stronger because of their status. They are no longer subject to agents, and appear arrogant and behave arrogant.

So, whatever the reason, the upstream enterprises should not be too crude and rude to manage their agents. In the final analysis, this kind of management is a relationship between people and people. People have a perceptual side and must be taken care of each other. Otherwise, they will eventually cause dissatisfaction and rebellion, which will do harm to the cooperative relationship.

Moreover, if the upstream enterprises enter into the mismanagement of the above agents, the result will be counterproductive.

Not only did it fail to make the agents try their best, but on the contrary, the benign operation of the market became a bubble.

Therefore, we can give pressure to agent management, but we must combine pressure and motivation, combine behavior with index management, pay attention to rational communication, form benign interaction, such "pressure" is benign and win-win.