How To Expand Channels For Smes In The Fierce Competition?

Small and medium-sized enterprises can not compare with large enterprises in terms of capital, management, manpower and so on. How can small and medium-sized enterprises expand their channels in the fierce market competition, and how to correct the mistakes in progress to achieve breakthroughs?

Although the small and medium enterprises in different industries are quite different, there is a striking similarity in the field of channels.

Knowing yourself is very important.

Case: a beverage company, with an annual sales volume of only 300 or more, and a total of 10 salesmen, but Wang Wang of the company likes to arrange the channel in accordance with the way of Wahaha and unified excellent enterprises, such as Wah ha, tiger and so on. It often changes the dealers and dislikes the small and medium-sized terminals to develop large KA.

Diagnosis: as the saying goes, no diamond, no porcelain.

In the process of enterprise development, every boss should carefully examine the situation of the enterprise.

In all aspects of the enterprise is still in its infancy, entrepreneurs should first adjust their mindset, and put survival in the first place of enterprise goals.

Procter and gamble, Coca-Cola, and so on, these enterprises are really excellent in every respect, but you should see that it is decades of hard work that has taken 100 years to achieve their brilliant position today.

They have already handled the channel control very well, and they have enough capital to curb the channel, such as strong brand power, sufficient cash flow, system human resources structure and so on.

Taking the case of beverage enterprises, whether capital adequacy or human capital are extremely weak, in this case, the enterprise should first see clearly its brand power and market operation standards, and consolidate the channel with the market situation.

Just ask, if the quality is not too good and the brand is hard, any dealer will be changed. Then who will represent your product?

In the wake of Wahaha, Coca-Cola and other brands, how can it be your turn to seize the minds of consumers?

Blindly following the example of big enterprises is like praying for Mantis. Sales decline is a matter of course.

Therefore, we must keep in mind how much we should do in order to do great things.

Focusing on the market and gradually amplifying the case relying on the model market: a shoe company has a total scale of less than 10 million, but the market layout is distributed in 23 provinces of the whole country. One of the salesmen is responsible for 55 county and municipal markets. Under the condition of basically no market maintenance, the enterprise's products are always in a state of half dying, and the development of enterprises is stagnation.

Diagnosis: SMEs are always in a weak position. In order to find a sense of security, SMEs need to use greater market to satisfy themselves.

And it is precisely this kind of "do not put eggs in a basket" of the badness of the obstacles to the progress of SMEs.

In fact, the real sense of security comes from the market position. Only when the regional market is stabilized can we win the respect of our opponents.

Although WAL-MART, the world's top five hundred, has been attacking the world in the world, it is the US market that really sustains its profits. Baotu Spring always defends the dominance of Ji'nan's beer market, which makes domestic beer king Tsingtao Brewery not to be belittle. Shenzhen Jinwei also relies on a strong regional market to resist Tsingtao Brewery.

Just imagine, if there is no base area, when a big industry such as Tsingtao Brewery is coming, will the small and medium-sized beer enterprises be faced with a collapse immediately?

The way for small and medium-sized enterprises to survive is to set up the model market first, then reproduce the model market, and finally form the model market into pieces.

Why can Hualong succeed?

The first is that Hualong has effectively established a strategic regional market.

The Hualong noodle industry that started in Xingtai, Hebei, initially stabilized the Hebei market itself, and did not adopt the blind action of the layout of the whole country like many enterprises.

It is precisely because of this pragmatic that the two or three line market in Hebei was quickly consolidated and effectively occupied the commanding heights of the rural market. At the same time, a successful model market was established, which eventually led to the enthusiasm of agents everywhere, and achieved the goal of marketing with a point to point.

Small and medium-sized enterprises themselves do not have the scale and strength of large scale famous enterprises, and are far from enough in terms of talent, logistics, capital, and production scale. If a national investment is conducted, do not say that the failure of investment has resulted in the failure of investment. Even if we succeed in luck, we can effectively control and control the national market by virtue of the meager strength of enterprises.

Is it possible to supply the distributors in a timely manner?

It is likely that the failure to be taken care of in one aspect leads to a complete failure.

Therefore, small and medium-sized enterprises should recognize the current situation of their own resources, effectively integrate existing resources, and step by step.

From the region to the whole country is a long and arduous process, from invisible to visible is also a process, from the well-known to the heart of choice is a process.

We can see Coca-Cola everywhere, but we know that Coca-Cola is already 100 years old.

Here, I suggest that all small and medium-sized enterprises: first, establish a model market, take the county as the basic unit, the layout of one Township, one Township, and then become the king of the county seat.

Then, we will mosaic the county towns to form a regional iron plate market.

Then, repeat the first two steps, develop more counties, cast more iron plates, and finally become provincial kings.

Channel development needs to be focused. Regional eldest brother has an unparalleled survival foundation. When a small and medium-sized enterprise can form absolute monopoly on the regional market, then he will no longer be a weak person. He does not see Qilu Jindian. Only one store surpasses several times the total sales volume of all the jewelry brands in Ji'nan. What kind of strength and domineering is this?

And the mystery of SMEs' channel development is also here.

How to prevent vicious fleeing cases: a clothing company has grasped the opportunities of the times, and has made successful investment in the whole country with the help of the central level media.

But because of the company's lax control of the price system, the phenomenon of fleeing has occurred. Dealers have complained for several years, and the brand has been severely damaged, and the enterprise is finally going to decline.

Diagnosis: as long as there is circulation, there are fleeing goods!

It can be said that a good use of fleeing goods can become an accelerator for channel expansion, but if it is misused, it will become a vicious fleeing.

Generally speaking, the author does not encourage fleeing goods. After all, most of the small and medium-sized enterprises have no master to pport them to the market.

However, once the phenomenon of fleeing has occurred, how to deal with it?

First, self-control.

Although the sparrow is small, the five viscera should be complete.

As a small and medium-sized enterprise, enterprises should establish a standard market standard, while the channel should be fully responsible by the sales department, and other departments should not participate in it.

After clarifying the relationship of responsibility and responsibility, even if the general manager of a company wants to buy goods personally, it must be handled by the sales department according to the rules. The enterprise maintains the price unification of the products, to a certain extent, blocks the source of the fleeing goods from the enterprise itself.

Second, regulate the channel structure and strengthen supervision and management.

Small and medium-sized enterprises have limited human resources, but even if they are limited, the market commissioner in the enterprise should also have a high ability to search for goods fleeing.

When the price of the two or three level agent is lower than that of the first level agent, when the terminal price is in a concussion, the Marketing Commissioner of the enterprise should pay close attention when some regional sales are obstructed.

Only after the scientific and effective supervision of the access structure can the access be safe and the channel of the enterprise can be ensured smoothly.

Third, implement product code system to facilitate accurate judgement and quick response to fleeing goods.

The so-called code system means that each sales area is compiled with a unique number printed on the inside and outside packages of the product. Once the products are found elsewhere, they should be reacted to contain them.

Fourth, the guarantee system.

Margin is the condition for effective execution of contracts, and is also the guarantee for enterprises to enhance deterrence of dealers.

If the distributor fleeing goods, according to the agreement, the enterprise can detain its deposit as punishment.

Thus, the cost of goods fleeing by distributors is high. If the cost of fleeing is higher than that of fleeing goods, dealers will not easily fleeing goods.

Of course, because SMEs are at a disadvantage in the overall sales link, we must pay attention to a degree when implementing the guarantee system, so that they can stifle fleeing goods and do not make dealers extremely offensive.

Fleeing is a kind of marketing disease which is easily overlooked, but has a strong destructive effect on brand and enterprise operation.

Especially for some vigorous small and medium-sized enterprises, ignoring the fleeing of goods may lead enterprises to go back to the road.

Therefore, in regard to the problem of fleeing goods, small and medium-sized enterprises should pay special attention to prevent them from happening.

The channel function is single, unable to form information feedback case: A enterprise main product group has entered a recession period, in order to rebuild the new main product group, A enterprise R & D department has launched three series of 18 single products, but after the listing, the terminal reaction is mediocre, the company's profits still rely on the old products, the sales situation is getting worse every day.

Diagnosis: in the eyes of most small and medium-sized entrepreneurs, channels are sales outlets, products are sold through channels, and then they wait for money to be collected.

The Bureau of vision has greatly reduced the role of the channel. The market that relies on luck has failed, but why is it that the new product is bound to fail?

In fact, the role of the channel is not only a simple way to sell goods.

The channel itself is also an important information channel. It shoulders the great responsibility of providing accurate market information for enterprise decision-makers, marketing departments and R & D departments.

Why does Procter & Gamble succeed every time he introduces new products?

Why does each new product of SJONO| century diamond always attract public attention?

It can be said that channel information flow plays an important role in it.

I remember that when I was planning director of Shenzhen Lu Lu Jia dress limited company, I paid great attention to the pulse of channel information flow.

At ordinary times, the author goes deep into all the wholesale markets and large KA in the whole country, and makes accurate and detailed statistics on the consumption structure, consumption characteristics and product style preferences of each district.

In every new product development, the author will communicate with the marketing managers everywhere, and rely on the understanding of the terminal to develop new products.

After the new product research and development, the author does not immediately distribute the goods in a large scale. Instead, it tries to test sales in a specific area and monitors the response of sales volume to consumers in order to carry out the next market operation.

In the market operation of small and medium-sized enterprises, market managers should pay more attention to sales volume and refund, but also spend more time communicating with distributors, visiting terminals, and keeping accurate information.

When a company wants to launch a new product or new channel policy, market managers should deliberate on new products or policies according to their accumulated experience and data, and act as an information analyzer.

It is impossible for SMEs to have a sound market research department like Procter & Gamble.