Nameless Small Businesses Plan An Attractive Product And Start Selling Channels.

China is a special country. It means that the region is vast, and there are great differences in the economic level, consumption patterns, living habits and even cultural concepts. It is reflected in marketing that every enterprise can not use the same plan to operate the national market; it is reflected in the industry that even if the degree of market competition in a certain industry is showing white degree, many enterprises are still living on a different level. These small businesses are very small compared with the large scale brand enterprises that have strong media promotion in the air and have perfect marketing network on the ground, but they also need to develop. Today's small businesses may be the big brands of tomorrow. < p > The problem is that under the current situation, many small businesses themselves have not yet fully realized themselves. In the face of competition among big enterprises and big brands, they are at a loss as to what to do, and they always feel that they can not compete with them. Therefore, they lack long-term strategic planning and are always satisfied with short-term interests. Some small businesses are unwilling to face the current situation and want to break through the existing limitations, but they do not know how to find a way out, or lack of perfect operation level technology to make the development of enterprises slow. < /p >
< p > M enterprise is a company specializing in the production of walnut food. Because of its late start, it has been very difficult to compete in the fiercely competitive food field. On the one hand, it is highly occupied by the authoritative brand of the industry. On the other hand, some imitation enterprises also occupy many shelves at the terminal. Although the quality of products of M enterprises is better than that of similar products, they also want to establish their own marketing network quickly. But after two years of actual operation, they have not spent too much money and manpower, but far from achieving the expected achievements, the enterprises have been caught in a dilemma. < /p >
< p > small businesses lack certain popularity because of their products or brands. It is indeed difficult to win a place in the fierce consumer goods market, but it is not impossible. In the absence of a strong media promotion capability, it is better to start from the planning of the channel and concentrate all the energy from a network to a city, from a city to a region, from one of two regions to the whole of China, so as to build up its own sales territory step by step, which is a more realistic and wise move in the early stage of the development of enterprises. But it is easy to say, but there are many difficulties in implementing it. So how can small businesses plan or establish their own sales channels? < /p >
< p > first step: plan an attractive product investment > /p >
< p > business investment is often the first step in establishing sales channels. Therefore, for businesses, the success of business investment is a good beginning, because the next thing is much easier. However, many small businesses, because of their limited planning ability, do not attach importance to the work of investment promotion or do not operate properly, are obviously a good product, but few are interested. < /p >
< p > so before establishing the business invitation, we must solve three problems: first, the extraction of the selling points of the products; two, the design of the promotion plans, and the three is the matching sales policies. On this basis, the enterprises can formulate feasible investment plans. < /p >
< p > investment planning book must clarify the following points: first, scientific market potential and consumption demand forecast; two, analyze the profit point of distributing the product in detail, how much the dealer needs to invest in it? Three, let the dealer explain clearly how to operate the product market, where is the problem and how to solve it? < /p >
< p > there are many merchants' hoax now. Dealers choose manufacturers to cooperate with each other very carefully. Therefore, enterprises should pay attention to establishing their brand awareness. Investment professionals should receive strict professional training, and be receptionist and enthusiastically, and use standardized reception language. < /p >
< p > the dealers who usually have more ideas or want to make a difference pay more attention to the following five points: draw enterprises' attention in the investment planning: first, the strength of the enterprises; two, the quality of the marketing managers; three, the operability of the promotion schemes; four, the market demand and potential of the products; five, the profitability of the products. < /p >
< p > business success can not be separated from the sensational investment advertisement. However, there is a phenomenon of exaggerated and empty bragging in the investment advertisement that is seen in the media. Small businesses are not as good as they are, simply speak their weaknesses and clarify their determination so as to win the attention of dealers. Sometimes exaggerated advertising can only lead to pure speculators, but real advertising will attract dealers who focus on business ethics. < /p >
< p > second step: choose the right distributor, < /p >.
< p > distributor is the only pillar for the survival and development of small business products in the market. Due to the lack of economic capability, neither the overall promotion nor bargaining chips with channel distributors can take the initiative. Therefore, it is particularly important for small businesses to choose the right distributors and cooperate with them. A large and strong distributor is bound to require a high demand. At the same time, because such distributors often cooperate with large brand enterprises, they are often aggressive, and small businesses often find it difficult to control them. < /p >
< p > enterprises choose dealers, like a person in love, if you are humble, but like a noble and beautiful lady, then your love is either unrequited or die. To know that good is not always appropriate, and the right channel partners are the most important. < /p >
< p > so the distributors who choose to cooperate with small businesses must be those who have just started to do the market, and the economic strength and the market operation ability are more general. But because of these factors, these dealers need the support of the enterprises very much. At the same time, these dealers have a high degree of loyalty to the cooperative enterprises. Moreover, they do not want those things like those big distributors. If the sales policy of the enterprises is perfect, they can describe the development prospects of the enterprises to them, basically attract them, and the enterprises can also control them completely. < /p >
< p > selecting such distributors can enable dealers to operate the entire market according to the development strategy of enterprises, and promote the steady development of the whole channel network. < /p >
The key to the problem is that because of the limited financial strength and operational market capabilities of such dealers, enterprises need to be highly vigilant and have strong market management teams to guide and coordinate sales to help distributors grow with P. < /p >
< p > third step: choose the right channel mode < /p >.
< p > the choice or planning of channel mode is a necessary step for small enterprises to establish sales channels, but small businesses are relatively weak due to brand awareness and enterprise's economic strength and market management ability. Therefore, the initial channel mode in the market is more suitable for every provincial general distribution system, that is, every natural province only chooses one dealer, because at this time, your products are not enough sales force and the sales area is too narrow, dealers will not be satisfied, which will cause regional fleeing. Therefore, with every dealer in a province, and then by the provincial dealers, they will independently invest in the downstream, and set up the regional sales network of the province. If the enterprise has manpower, it can help dealers to invest and expand the regional market, so that dealers will be grateful for the help of the enterprises. Even if they grow stronger in the future, they will not be able to do business. < /p >
< p > If a more ambitious dealer wants to cross regional sales, the enterprise can also consider it as appropriate. If the distributor wants to enter the region, there is no suitable distributor, and the distributor has ready outlets, so it is better to push the boat forward and do this favor. After all, enterprises at this time need a large number of products and marketing, rather than rigid norms. < /p >
< p > the author used to invest in a cosmetics business. In the early stage of establishing a sales network, the author used this method. Because A distributors can cross AB two provinces because of their network ability, they agreed to be a distributor of AB two provinces, so that the visibility of the products in the market was very wide, and there was enough cash flow. After three months, the whole market began to sell, and the dealer was busy with the market in two provinces. At that time, I was able to make the best of the situation. < /p >
< p > small businesses do not have to adhere to the overly standardized sales policy in the initial stage of establishing channels. Just like a beggar, they need food and clothing rather than nutritional value for a while, but they need to make systematic planning in advance for future development. < /p >
< p > fourth step: Design controllable channel structure < /p >
< p > channel structure usually refers to the breadth, depth, length and width of the channel, that is to say, the enterprises are choosing the unity and complexity of the channel members, such as the establishment of a number of independent distributors in a province, and the operation of different small areas. < /p >
< p > width also has a layer of meaning, that is, the diversity of channels. At present, there are many enterprises operating in many channels, such as IBM computers, which are agents, distributors, company outlets and direct sales. Multi channel structure requires enterprises to have strong channel management capabilities, and small businesses are not suitable for multi-channel structure due to their lack of management capability. At the same time, small businesses are difficult to control because multi-channel structures are likely to cause resentment to dealers. < /p >
< p > the depth of the channel mainly refers to the diversity of retail terminals. For example, cosmetics dealers can either sell products to the supermarket, or enter the beauty line. At the same time, they can also enter the pharmaceutical chain system. The diversity of terminals can enable products to penetrate into the market more effectively and achieve the scale effect of sales. < /p >
< p > the length of the channel refers to the need to pass several levels from the first level distributor to the sales terminal. If some products need to go through the provincial level distributors, then the wholesale dealers will be sold to the two level distributors, while the two tier distributors will distribute the products to the terminal or wholesale to the three tier dealers. The more hierarchy, the more difficult the management of the channel, and the slower the feedback of market information. < /p >
< p > small businesses are relatively weak in terms of capital and management capabilities. Therefore, it is more appropriate to take the narrow and long deep channel structure for the time being, and wait for the market to be sold. Enterprises have capital to withdraw, and the management ability of the market is also strong. Then they begin to shorten the channel level step by step, which will further expand and shift the management focus of the channel down. < /p >
< p > fifth steps, management of channel distributors < /p >
< p > management of channel members is actually a headache for many enterprises, because we all know that channels need to be managed, but how to manage them? What are they going to do? Who cares? Many enterprises, especially small and medium-sized enterprises, are rather vague about this. < /p >
< p > the evaluation of dealers in the industry is that the milk is a mother or mercenary and mercenary is not counted, because any business group or individual is always the first to profit. This is understandable. It is a bit too much for a girl to have milk. After all, in order to establish a healthy sales channel, the dealer regards the distributor as a chess piece in the layout of the whole network. If you say betrayal, you will be betrayed, and the enterprise will not be able to get away with it. < /p >
< p > therefore, once the sales channels have taken shape, enterprises will have special channel managers and strict management of the channel members. The contents of the management include the inventory of dealers, the credit situation of funds, the sale of each product, the competitive situation of distributors, the overall sales statistics of regional markets, the promotion of assisting dealers or terminals, the placement of company promotional materials, and the specific reactions of dealers to the products of the company. The management of distributors is not only a matter of management, but more importantly, it is to keep dealers consistent with the market strategy of enterprises and to integrate the culture of enterprises. This requires managers in addition to daily market management, and timely training products and marketing expertise and knowledge for distributors and distributors, so that dealers can rely on and have good feelings for enterprises. < /p >
< p > channel managers are usually completed by regional managers, salesmen and regular visits of company headquarters. Some enterprises have established specialized channel management commissioners and channel directors, who are specialized in managing different channel members. < /p >
< p > sixth step: perfect channel policy and effective dealer incentive < /p >
< p > incentive to distribution channel members is a very important link in enterprise channel management. The paralysis of many enterprises' sales network is largely due to the lack of effective channel policy or lack of effective incentive mechanism. If a beer company in Fujian has promised a dealer in a certain city, if its annual sales volume exceeds 5000 pieces, the headquarters will send a Buick car worth 280 thousand. The dealer has overfulfilled the incentive index through efforts, but because the enterprise has changed its leadership and the new leader has not recognized it, the dealer's reward has become a blank check which can not be cashed. So the dealer has a grudge against him and premeditated the exercise of a case involving 4 cities. The sales network in most of the provinces was completely paralyzed and the enterprises suffered heavy losses. < /p >
< p > channel incentives must be matched with the overall sales policy, and the sales potential of dealers should be fully estimated. When designing incentive assessment system, it is necessary to have an appropriate width, and it is too easy to achieve the target. Enterprises will lose more than they gain, and it will be too difficult to reach and lack practical significance. The reward target is too big, the enterprise is not worth, is too inexpensive, cannot attract the dealer. Therefore, it is very important to formulate incentive targets and reward targets. < /p >
< p > the usual practice is to set a bottom, that is, the bottom sales target, and then set up a sales incentive target. The distance between the two can be 20% to 50%, assuming that the bottom sales target is 1 million, so the sales target can be between 1 million 200 thousand and 1 million 500 thousand. The reward policy can be carried out according to the actual number of completion. If it is exactly 1 million, it will be cashed in accordance with the reward of the completed target. If the quota is over 200 thousand, the extra reward should be given in addition to the prize that has been achieved. The excess bonus base is usually higher than the base number of the index. In addition, the reward policy is more than 200 thousand. If the reward is 3 points, the excess reward is at least 5 points. Of course, this can be reasonably formulated according to the actual situation of the enterprise. < /p >
< p > basic indicators can be fully assessed according to the history of the dealer and the actual sales and marketing situation. After that, it is best to be determined jointly by the two parties. < /p >
< p > seventh steps: plan contractions, step by step flat < /p >.
< p > when the enterprise has been operating normally for a year or two, the market has also made many improvements. At this time, if the enterprise has greater channel ambitions, it can adopt the strategy of gradual contraction and gradual flatter, that is, during the initial stage of network construction, because the management capacity, economic strength and brand awareness of the enterprises are very weak, they should not adopt the mode of total distribution at the provincial level, because the total distribution mode has limited influence on the control channel of enterprises, especially on the collection of customer service and market information. Therefore, if the enterprises want to build brand and want to develop healthfully, the total distribution mode is unsustainable. But because most of the provincial distributors are accustomed to being the provincial leaders, it is generally difficult to shake their distribution status. It is very difficult for enterprises to shrink the area or part of the area, but it will affect the safety of the network. < /p >
Therefore, at this time, enterprises should gradually shift the focus of the channel, and first send managers to the two level or even the terminal to carry out routine maintenance of the channel, and tightly control the downstream network of the total distributor in the hands of the P. Secondly, further expand market penetration indicators, so that dealers feel that it is difficult to achieve in accordance with existing strength. Then, the enterprise will take the opportunity to persuade the dealer to abandon the wholesale market, control the scope of the distributor's influence in the provincial capital city without affecting the dealer's income, while the prefecture level (original two level) dealer will gradually increase to a direct distributor from the company and a distributor with the same level as the total distributor. At the same time, enterprises can also make supplementary regional investment on the basis of new product investment. The object of investment can be the evolution of the original two level dealers, or the new distributors in the real blank area. In these steps, the task of flat channel is basically reached, and the layout of the network is more scientific. At the same time, the desire of the enterprise to control the entire network is also successfully achieved. < /p >
< p > of course, it is easy to say. In practice, we need to have a good sense of propriety, especially on strategy. When we develop new distributors in existing distributors, it is best not to cause the resentment of dealers. Therefore, before the action, enterprises need to have a thorough deployment and a good ex post disposal mechanism so as not to affect the overall situation. < /p >
< p > in the future of information dissemination or the future of information explosion, the sales channel will assume more important functions of enterprise marketing. The so-called channel can get the world, though exaggerating, it also illustrates the importance of channels to the development of enterprises. < /p >
< p > from scratch, carefully weave a big marketing network. Even small businesses can occupy a place in the competitive market, and the weak will become strong. How can small businesses establish their own sales channels? < /p >