2014 Shoe Clothing Dealer Development Remember "Six Big" Key

Success can sometimes lead to great success because of a breakthrough. Failure will also be destroyed by "a thousand miles of dyke". Although any enterprise or Distributor The company can not do everything, but we must grasp the key, so that we can make the best of the future. Let's take a look at the six key elements of a dealer's survival and development.

　　 1. Product structure

Without matching products, for dealers, it is harder to develop than to go to the sky. Matching product lines or brands can make distributors grow from weak to powerful. Mismatched product lines can also quickly lead dealers into passive or difficult business situations.

Whether it's single brand or multi brand. Management Dealers must sell a product or build a super product that can build networks, maintain networks and quickly circulate. Otherwise, no matter how strong your capital is, how powerful the team is, and how advanced your ideas are, it will eventually linger in the pall of stagnation.

Some people say that dealers must be multi brand or multi category in running their brands. I will not deny this statement. If it is a single brand operation, we must create super single products. With the product structure rule, we must achieve 1:3:6, that is to say, image products can only account for 1, and the proportion of high profit products can not be higher than 3. The proportion of quick circulation products can not be less than 6, so the risk is relatively small. If a multi brand or multi category business is to run, its combination rule should basically match the 2:3:5 rule, the nurturing product / brand should not exceed 2, the growth product / brand should not exceed 3, and the mature product / brand should not be less than 5, so the brand combination mode is the safest. Pain.

At present, many dealers or merchants do not understand this rule. They regard profit products or self-developed products / brands as lifeblood, resulting in slow flow of products, slow growth of brands, and continuous investment / business transformation, which ultimately leads to profit products rather than profit products, but become the burden of enterprises. We see that many large businesses are very large and bright on the surface, but from the perspective of the quality of downstream customers, they are very poor.

　 Two, channel network

What is the responsibility of the distributor? It is to distribute the products that they sell to the retail terminals of the market and serve them well. The sales network controlled by the distributors is the first condition for enterprises to choose distributors. The more complete the channel network is, the more systematic the dealer will be in the heart of the manufacturer, the greater the probability of sale.

　　 Distributor When establishing our own channel network, we should avoid the following four major erroneous zones:

　 1, is the bigger the area the better?

Many dealers are just starting up and are eager to position themselves in the total generation, without considering their economic strength and operational capability. It is thought that the distribution area will be enlarged and sales chances will increase. There are a lot of harvest. In fact, the actual effect is not so. If the distribution area goes beyond the scope of its own control, it will easily lead to the waste of limited resources and the bottom of efficiency. Two, it is difficult to achieve the goal of manufacturers, and it is hard to get strong support from manufacturers. Three with the advance of the factory's market operation, you will divide your half baked market and get married for others.

2, the better the network, the better?

Distributor's distribution system is usually divided into four types: modern channel ( Shang Chao system ), traditional channels (circulation system), catering channels and special channel (or group buying) channels.

Many dealers are accustomed to multi faceted flowering, and all systems do. But the effect is just the opposite.

There are three main reasons: first, the shortage of capital reserves leads to a shortage of liquidity. Two, the characteristics of the product structure determine that the operation cost of some canal and road is too high, and the gain is not worth the candle. Three, dealers have different public relations abilities, some channels operate, and social resources are not enough.

　 3, the thinner the profit, the better?

Many dealers are cooperating. distributor They will make their profits lower and lower and even earn profits by rebate. There are two purposes: first, small profits but quick turnover, thin profits, but large amounts of money; two, the product does not make money, but distributors help sell other profitable products. But in practice, there are many drawbacks in this way of operation: first, dealers should seize the opportunity to earn the money they earn. For some products that are going up, the profit of distribution will be much lower, so they will miss the opportunity to make money. Two, let the distributors form the habit of bargaining, and threaten them by price. Three will cause manufacturers not slow. It is easy to be punished by manufacturers for disrupting product prices.

4, the stronger the force, the better?

Whether the dealer is in the initial stage of the network construction or the latter stage of maintenance, it is not the stronger the better, but the more stable the better. Especially in the initial deployment stage, each point falls there very critically. This requires dealers to have a general view. The dots are spaced properly, and the dots are connected to the dots. The distributor's net must be collected and collected. This requires a solid partnership with every point of sale.

The control power of the network is not derived from the strong binding force, but from the balanced distribution of the outlets, the matching of products, the distribution of profits, and the location of services.

Downstream network is very simple, whose profits are high, whose products are easy to sell, and whose customer relationship is good, it will be able to continue with whom.

Three, capital flows

There are two prerequisites for dealers: first, the network, and the two is capital.

The dealer is in the middle link between the manufacturer and the terminal. At present, the general manufacturers require cash in stock and few credit lines. Most of the retail terminals have accounts receivable. The financial strength of dealers often determines the scale of their development. In order to maintain the normal operation of business activities, we must maintain smooth flow of capital in operation. Dealers should pay attention to the following points in maintaining the smooth flow of cash flow:

1, control the number of products operated. Many dealers have the problem of "greedy"; the more products they operate, the better. Dealers think: first, many products are operated, and customer resources can be fully utilized. Two delivery costs will be reduced. Three, new sales opportunities will be added. But too many varieties can disperse your business capital and attention when your core product's advantage is weakened. Dealers should do their best according to their products. Sometimes 1+1 is not necessarily greater than 2.

2, selectively enter restaurant and business super system with longer accounts. From the factory's point of view, we hope our products will enter all the catering and business super systems in the distributor area. But dealers must inspect the catering and business super systems. Investigate its payment credit, account period, and business status. Conduct effective assessment. The account period is short, good business catering, business super, priority entry. The number of specific entries must be determined according to their financial status and risk coefficient. Leave room for yourself. When you have problems with the funds, the manufacturer will not consider how many factors you have overpaid in the business to make you owe the money. {page_break}

3, operate more cash terminal stores. Small and medium-sized retail stores in various regions are operated on spot cash. Many operations may increase the cost of transportation, but the turnover of funds is fast. As long as dealers do well in service, such a large quantity, the monthly sales volume is also very considerable.

4, do a good job in inventory management. Dealers are not hoarding, and capital turnover is sometimes more profitable than profiteering. Therefore, dealers must do a good job in inventory management. Reasonable stock is divided into three categories: first, quick turnover of products and quick profits, which can be enlarged. The larger the quantity of the stock, the higher the profit; two, the profit is high, and the dynamic sales growth stock is in stock. This kind of inventory is fast forward, absolutely no pressure on goods, and the three is the long tail inventory with higher profits and slow sales. This kind of inventory is a good policy and resolute not to enter.

5, establish effective receivables management mechanism, establish customer credit system, reduce business risk.

　 Four, vendor relationship

The development of dealers can not be separated from enterprises. The establishment of good cooperative relationship between distributors and manufacturers is very beneficial to their performance improvement, profit return, channel improvement, or their own development and improvement. The relationship between distributors and enterprises is not only a cooperative relationship but also a game relationship. Dealers should be good at making good use of this relationship and seek maximum benefits and progress in the cooperative game with manufacturers.

　　 Manufacturer To understand each other, communication is indispensable. The implementation of dealers at the tactical level must be coordinated with the long-term planning of the enterprises, and be good at making use of and integrating all the resources of the upstream manufacturers, so as to enhance the power of building the terminal network. Under the background of the new channel reform, manufacturers hope that the business ideas and business philosophy of the distributors will be highly coordinated, and they will be able to cooperate with the manufacturers in the channels and terminals. Only in this way, will the manufacturers give more support and input to the dealers. Therefore, dealers should straighten their minds and cooperate closely with enterprises, and make use of the advantages of their own resources to jointly manage and operate the network with the manufacturers so as to bring about a win-win situation for both sides.

Rely on manufacturers, dealers should also be good at the relationship with the manufacturers' resident agencies. At present, the long-distance management of the major manufacturers to their resident agencies is often impossible. Most of the manufacturers' monitoring systems are not in place, and it is impossible to check whether all resident agencies are precisely implementing the manufacturers' instructions. Dealers can take advantage of their familiarity with geography, customs and habits, and form good cooperation and close relationship with resident agencies. They can give maximum help and advice in formulating market strategies and cooperate closely with their business implementation. Because the initiative of the manufacturer's policy implementation is basically in the hands of the resident organizations of the manufacturers, the personnel has the final say in the policy scale. Handling the relationship with the resident agencies can largely avoid the contradiction and conflict with the manufacturers, and also gain the largest market profit.

Five. Team management

Management is often a weakness of dealers, but good management can greatly enhance the dealer's ability to resist risks. The management of the system includes terminal planning, terminal visit, terminal promotion, personnel management and assessment, information feedback, risk early warning and so on.

And the most important thing is to create an excellent team, which is the basis for the systematic management of dealers.

The staff management of dealers is a recognized problem. The common problems of distributors in personnel management are: how to retain and make good use of the old staff; how to manage in place, improve the team's execution; how to do well in management training and supervision, and how to enhance team cohesion. These problems should be solved one by one.

First of all, for the old employees to solve their worries, for example, to buy their old age insurance and medical insurance for their employees, wages are growing more or less every year, giving employees new hope every year.

Second, check the company's system, formulate feasible system and process, strictly implement;

Third, careful planning, post implementation assessment, rewards and punishments should be carefully considered.

Fourth, to reduce the influence of human factors on the company, we should use the system to manage people. In this way, even the flow of business personnel will not affect the development of dealers, and avoid the impact of internal small teams on management execution.

Finally, respecting your employees, treating their employees well and listening to their employees' voice will make employees feel a sense of belonging and responsibility.

Of course, some management problems are difficult for dealers. Many dealers still have difficulty in achieving their resources strength and capability. At the same time, they can at least gradually improve and upgrade from the above threshold. In short, as long as dealers have a good learning attitude and constantly demand their progress and development, they will be able to complete systematic management step by step.

Six. Trend opportunity

Homeowners win the world. Being good at grasping trends and being good at understanding opportunities and needs is also a key factor for dealers to survive and develop. The key point is whether dealers can see clearly the changes in consumer demand and customer needs, seize opportunities and often get breakthroughs.

1, sharp insight into the market. We should be good at thinking and summarizing some regular things. Changes in the industry environment, changes in the consumption environment, as well as their products and competition. brand The change of product life cycle is something that dealers must pay attention to.

2, good at promoting new products. Many dealers think that the marketing of products is a matter of manufacturers, so we must cooperate well. One sidedness of this concept. The successful promotion of a new product is mutual cooperation and common efforts among manufacturers. From the point of view of manufacturers, dealers have a strong market promotion ability, manufacturers will focus on their jurisdiction of the region to promote the cost of investment will tilt. The success rate of new product promotion will be high, and the result is both sides' income.

3. Be good at finding new sales opportunities. Any opportunity arises from the fact that the demand is not satisfied, or the demand is raped, and then new opportunities are created. Bengbu Yi Long tobacco and wine chain, because found that customers not only need to buy wine not only need real wine, but also need to facilitate the sale of two bottles of the telephone sales routes, so that their wine and wine chain rapid expansion. Similarly, in Shandong, there is a Shun wine restaurant. It is found that the price of drinks at the restaurant terminal is usually up to 100%, and the price is much higher than that of supermarkets and smoking hotels. The online "wine to home" website and telephone customer service receive customer orders, with the help of dense distribution of Shunhe liquor line, and promise to deliver wine to the designated place within 29 minutes.