Summary Of Management Problems Encountered By Enterprise Dealers

< p > < strong > 1. Insist on not looking for reasons for yourself. < /strong > < /p >

< p > the common rate is almost one hundred percent. Dealers do not manage well. Manufacturers almost invariably blame the dealer for how they complain about the market environment or how their competitors are, and almost fail to find the reason for themselves. Sometimes, the head of the manufacturer's sales takes the lead, or even the manufacturer's boss takes the lead, emphasizing the external reasons for finding reasons on others, and insisting on his own theory of failure.

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< p > < strong > two, not enough understanding of distributors < /strong > < /p >

< p > manufacturer's understanding of distributors, take a look at the files of distributors. As long as the number of subjects in the archives is less than thirty, it can basically be judged that the degree of understanding is too shallow. If there is not enough in-depth understanding, it is impossible to grasp the real situation and characteristics of distributors, and there is no guarantee that the < a href= "http://www.91se91.com/pioneer/" > distributor policy "/a" should be ensured.

There is no guarantee that the effect can not be guaranteed.

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< p > < strong > three, insist on using the manufacturer's values and thinking mode < /strong > < /p >

< p > manufacturers are enterprises, emphasizing development and progress, focusing on strategic planning and overall situation.

The essence of dealers is self-employed, like short and fast, keeping the current revenue is the most important prerequisite.

There is no difference between them. There are huge differences. If the manufacturer ignores the reality of the difference and looks at his own unilaterally, without considering the values and thinking patterns of the dealers, the two sides will continue to have disputes and contradictions.

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< p > < strong > four, trying to directly pform the dealer < /strong > /p >

< p > strictly speaking, the process of business activities is the process of pforming each other, and the shopping orientation of consumers is constantly being reformed by manufacturers. For dealers, manufacturers naturally want to make changes so as to achieve the "integration of manufacturers' value at an early date". So brainwashing courses, model propaganda, personal experience, and even a number of dealers shout "long live" in public, and so on. If so, they can pform people, so that the manufacturers can organize millions of soldiers to do a bigger business.

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P can be pformed, but it is a slow process. It is almost impossible to pform directly or even through a brainwashing training class.

Unless in an extremely compulsory environment, such as closing a dealer, three days without food.

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< p > < strong > five, ignoring the true < a href= "http://www.91se91.com/pioneer/" > executioner < /a > /strong > /p >

< p > dealer owners are only buying goods. The salesmen of the distributors are selling goods. All kinds of management means or business policies of the dealers are only on the dealers' bosses. At the same time, they solve the problem of stocking. But the goods will have to be sold out, and the selling will be concentrated on the dealers' business personnel. Then, will the manufacturers have targeted measures to the dealers' salesmen? Are there any salesmen who have considered the distributors in the channel benefit distribution mechanism? < /p >

< p > < strong > six, profit simplification < /strong > < /p >

< p > up to now, there are still many manufacturers that think that we have brought products to dealers. Dealers can sell products and make money. The more they sell, the more money they make. Some manufacturers even regard their products as machines for making money. As long as they receive the manufacturer's < a href= "http://www.91se91.com/pioneer/" > distribution rights < /a >, they get a machine to make money, so as long as they listen to the manufacturers, dealers can sell their products well enough.

In addition to products, can manufacturers bring other forms of interest to dealers? < /p >

< p > < strong > seven, management means homogenization with other manufacturers < /strong > < /p >

< p > perhaps the manufacturer's own dealer management system has not made any obvious mistakes. However, the dealer management system of many manufacturers is basically the same, basically changing the soup and dressing. The homogenization of the management system will inevitably lead to the homogenization of the management results, and it is easy to be counteracted and utilized by the dealers.

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< p > < strong > eight, did not pay attention to the dealer's demand for change < /strong > /p >

< p > demand determines value and the needs of distributors are met. Manufacturers can design a targeted cooperation system. The problem is that the demand of dealers is changing. The early distributors only need products, and then develop to demand less than a href= "http:// www.91se91.com/pioneer/" > brand influence < /a > demand manufacturers' input and support, and now there is the need for operation and management technology introduction.

So, as manufacturers, do we need to focus on the diversification and new changes of dealer demand? Including how to meet these needs? < /p >

< p > < strong > nine, relying solely on the personal energy and professional ability of the business personnel < /strong > /p >

< p > the specific dealer management work is naturally the manufacturer and business personnel of every market to specifically butt and execute. Some manufacturers think that since they are responsible for the management of dealers, then what problems do they have in the management of dealers, so that the business people themselves can find ways to solve them.

However, the professional level and energy time of the manufacturer's personnel are limited. From the standpoint of personal working ability, few factory workers can get the dealer out of their own accord without relying on the support of the headquarters.

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< p > strictly speaking, it is no longer a problem that all kinds of < a href= "http://www.91se91.com/pioneer/" > dealer management < /a >, but the result has already been done.

Moreover, these conditions probably appeared 35 years ago. Until now, they have not studied the root of the problem, nor have they designed a systematic solution. Most of them are headache medicine, they can hurt their feet, they can drag and drag, they can cover them. Do they still have to wait? If the manufacturer's salesperson or sales manager has been dragging on or down, as a manufacturer's boss, do you also want to drag on? < /p >