Supplier'S Knack To Solve Disputes, Seize The Store Face.

For suppliers, there is a common problem of cooperation disputes with stores.

Naturally, no one wants to have a dispute, but not wishing it does not mean that disputes will not arise.

Therefore, suppliers should rationally view their own cooperation disputes with stores.

Generally speaking, when dealing with these cooperative disputes, suppliers tend to consider problems only from the perspective of dispute resolution, focusing only on the dispute itself, but not on the dispute itself in a higher perspective.

When a dispute happens, it will only think of how to solve the dispute quickly, but not whether it can solve some deeper problems with the store by using disputes.

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It is a common occurrence to have a dispute with a store.

Naturally, no one wants to have a dispute, but not wishing it does not mean that disputes will not arise.

Therefore, suppliers should rationally view their own cooperation disputes with stores.

Generally speaking, when dealing with these cooperative disputes, suppliers tend to consider problems only from the perspective of dispute resolution, focusing only on the dispute itself, but not on the dispute itself in a higher perspective.

When a dispute happens, it will only think of how to solve the dispute quickly, but not whether it can solve some deeper problems with the store by using disputes.

In fact, from the public and media attention to all kinds of disputes, the more influential institutions, the more public and media attention.

Therefore, from the perspective of corporate influence, the hypermarket naturally attracts more attention than suppliers.

Stores are naturally "face" and will try every means to safeguard their "positive image" in the public mind.

And that's exactly what it is.

"Weakness" and "weakness" are the key to supplier's dispute resolution.

A good face is a price to pay.

Like all the beautiful people in life, "good face" is not natural, but needs to be carefully managed.

It takes money, energy and time.

For the hypermarket, its "good face" in public is naturally not formed overnight, but also needs long-term management of the store.

In order to maintain the good public image of the hypermarket in the media's mind, as well as its reputation and professionalism in the supplier group, to establish a fair and equitable corporate image, the store will sacrifice some of its short-term interests in return for a "good face".

Therefore, suppliers should not be afraid of having disputes with stores. Instead, they should dig out some "hype points" which are interested in the public and the media.

Therefore, when suppliers are in conflict with stores, purchasing and other operational personnel, we can expand the impact of disputes through strategic "upward" poke up, and enhance public and media attention and attention to this matter.

Once the dispute rises to the height of the media hype, it will attract the attention of the top sellers.

Disputes are also likely to be resolved. Moreover, many supermarkets now have a complete complaint system, and the supervision system inside the stores is very sound, so long as you make sure you have reason and evidence, you can do this.

How to solve disputes by selling face concept

1. Find the right person.

There are different management levels in different operation levels in the store.

Therefore, when suppliers encounter "disputes", we must first find out which department of the store falls under the jurisdiction of the event, and who is the superior of these departments. Finding the right people is the premise and key to ensure that disputes are properly resolved.

Just imagine, if you can't even figure out who will handle the incident, how can we resolve the dispute?

2, things are not right.

No matter which level of the store, there is a dispute.

We must grasp the principle that things are not right.

That is to say, do not put human factors in the first place, do not "settle" to a specific person or thing, and question the problems of the event itself.

In this way, there will be no specific conflict with the specific operators of a specific segment of the store, and "tear up" things.

For example, a supplier in the promotion, after paying the promotion display fee, the store purchase and put forward the sales guarantee fee.

In questioning and casting the matter, suppliers should raise the matter to the height of similar events, rather than specific purchases and promotions.

3, identify the "main points".

We all know that if we want to attract enemies, we must first find the right points.

That is to find each other's "soft rib", where the store did not pay attention to the event, and these points also need to have a certain hype value.

It can affect the public image and corporate image of the store.

Otherwise, if you punch out of the "point", it will give the other party the breathing time and opportunity, and will put himself in a disadvantageous position.

Generally speaking, in terms of strength, suppliers are naturally not competitors.

So, if you want to sell the stores, you have to find the "gate of life" in the store, and then win the game.

For example, the use of the event itself is unreasonable to question the credit, professionalism and management capabilities of the hypermarket.

No store is willing to lose face in front of the self-evident fact.

4, master the processing rhythm.

In dealing with such disputes, we must grasp the rhythm of operation.

In operation, it is possible to embody continuity instead of "one shot".

Before making a complaint, we must have a specific timetable.

On the one hand, this can make the supplier's disposal more planned, rather than referring to where to fight.

On the other hand, it is also a deterrent to stores.

5, the reputation of the public to the public.

In dealing with events, one of the details that need to be paid attention is that when suppliers are making complaints, they should not operate in the name of individuals, but in the name of enterprises.

On the one hand, it can make things more public and avoid private disputes; on the other hand, it is more likely to arouse the attention of the other side.

As we all know, in addition to the risk of RMB appreciation, the cost of textile and garment production is also rising this year.

Raw material prices: cotton growers' desire to fade, bad weather and cotton farmers reluctant to sell, all of which have made cotton prices rise all the way since 2009. In addition, India (China's largest cotton importer) has suspended cotton exports for nearly a month since April 19th, making global cotton supply more stressful.

In July 5th, the domestic cotton "328 index" was 18371, up 43% from the same period in 2009, rising by 24% over the beginning of the year.

According to China's Ministry of Commerce, since March this year, cotton prices have continued to rise, and some smaller and less capital businesses have stopped taking orders.

Freight rates: the Baltic Dry Index (PDI), which reflects the maritime freight index, has been rising since February. The index rose to 4156 in May 27th.

Labor cost: in the beginning of February this year, after the Jiangsu province took the lead in raising the minimum wage, China's wage surge gradually spread from the south to inland provinces and cities. 14 provinces and municipalities such as Jiangsu, Zhejiang, Guangdong, Fujian, Tianjin, Shanxi and Shandong adjusted the minimum wage standard in succession, and the adjustment range was over 10%.

The average increase in Guangdong was 21.1%.

Actively deploying challenges

In the face of the increase in cost, some garment enterprises may take the risk, "the price of the goods" in the quality of the products, or even the "drill holes" to find out all kinds of "help and supplement" method.

The downstream clothing retailers, on the one hand, have to face the pressure of rising production costs. On the other hand, they must also ensure the price and quality of products, let alone to solve the problem of the increase of salesmen's wages and store rents.

In this regard, retailers need to make timely deployment of the following situations:

1. strengthen monitoring factory fabric

Recently, many clothing brand products have been tested for quality problems, including foreign famous brands.

The quality of fabrics is the biggest reason for the unqualified quality of clothing products.

Therefore, retailers must pay attention to strengthening the control of fabric quality, upgrading from "quality control" to "quality assurance" management.

2. pay close attention to the sale of "residual cargo".

Recently, online sales in China are becoming more and more popular, and more and more factories are selling the remaining "cut cards" on the Internet in order to get a slice of the online market.

Some export manufacturers also reflect sharp decline in European orders. In many foreign trade clothing markets, the listing of "foreign trade original clothing" is almost everywhere. It is obvious that more and more exports of original single garments have appeared in a large-scale domestic sale phenomenon, and prices have also plunged considerably. It is expected that manufacturers will launch the market sale as a "help up" when operating more difficult conditions, and retailers should strengthen the regulation of the factory.

3. increase direction

and

Purchasing network

The minimum wage in Guangdong has increased by an average of 20% since May 1st of this year. In addition, the government of the Pearl River Delta and the Yangtze River Delta intends to upgrade their industries and gradually shift from low technology and labor-intensive industries, such as textile industry, to the development of high technology products, such as the electronics industry, making it more difficult for the Pearl River Delta's textile and garment factories to operate.

Recently, the Ministry of industry and information technology has just issued the "guiding opinions on promoting the pfer of textile industry". Obviously, the central government also hopes to help the industry pfer and upgrade the industry.

At present, some retailers and trading banks have increased procurement in inland cities, and even set up production and logistics centers.

Companies also gradually shift the order of "basic products" to other regions with lower labour costs, such as Vietnam, Indonesia, Bangladesh and others, so as to obtain the lower cost of labor in other Asian regions.

4., guard against fraud in factories.

Export prospects remain unclear this year, and more and more factories are turning to domestic sales.

Under such circumstances, it is easy to breed fraud and fraud: for example, the factory hopes to get orders through corruption and bribe, and the quality inspection, the time of delivery and the disclosure of other factory's quoted price are greatly increased under the shortage of raw materials.

Therefore, it is also necessary for the industry to strengthen management.