Terminal Store Management: Dealer'S Boss'S Three Can'T See Through.

< p > in the dealer bosses contacted by the author, the proportion of the age over forty or fifty is the largest, many of which have more than ten years of business experience and belong to senior dealers.

In so many years of business experience, people read countless things, sweet and sour, have not little taste, and indeed accumulated a lot of things.

So some bosses think that this business is just the same. They have experienced, understood and seen through it. They also like to be able to point out others in a senior position.

In fact, far from that part, what has gone through may not be able to understand the essence, and the essence of things is not so easy to see through.

Many times, we are puzzled by some superficial things, not to mention that things themselves are changing all the time.

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< p > there are still a lot of things that I have not seen through the private dealer owners who I have contacted, such as manufacturers, employees and downstream customers.

The three dealers are almost always faced by dealers.

However, in essence, the vast majority of dealers have not yet thoroughly seen the three parties so far, and the specific reasons for this are the same for you.

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< p > < strong > 1. Upstream manufacturers can not see through < /strong > < /p >.

< p > most dealer owners may not agree with the author.

Many dealer bosses have been dealing with upstream manufacturers for many years.

From resident salesmen, regional managers to successive marketing director, and even to factory owners are very familiar with.

Many of them are of character, temper and hobbies. Dealers' bosses are very clear and personal relations are good.

Many dealers, based on these situations, think they are familiar with the upstream manufacturers and have nothing to see.

In fact, these things can show that the dealer is familiar with the surface of the manufacturer, and the internal core of the manufacturer is still unknown.

How to identify whether the dealer is familiar with the upstream manufacturers? Actually, the simplest way to identify is to see how you can extend the cost to the manufacturer.

If you want to open your mouth, ask for it, ask for it, call it for it, make it happen, threaten it, pull the manufacturer's business people together, and so on, which means that you don't understand the manufacturer.

Those dealers who really understand the factory do not need to open their mouths. The manufacturers will automatically send the money to the door. The owner of the factory will also ask with concern if the money is not enough.

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The reason why there is such a big difference in < p > lies in the different degree of understanding to the manufacturers. Specifically, the reasons leading to the dealers' understanding of the manufacturers are mainly limited to the following points: < /p >

< p > 1, many dealers themselves have no experience in regular enterprises. It is difficult to understand the operation mode of formal enterprises.

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< p > 2, < a href= "http://www.91se91.com/news/index_c.asp" > distributor < /a > is familiar with the manufacturer, but it is very strange to the manufacturer's system. As for the operation characteristics of the system, it is even more ignorant.

Familiarity with personal relationships does not mean familiarity with the system.

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< p > 3, dealers are familiar with the current situation of the manufacturers, but they are very strange to the future development strategy. They do not know the real intention of the manufacturers in the next 35 years. Many of the manufacturers' work is actually preparing for the future, and even the dealers can not see clearly.

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< p > 4, dealers are familiar with the front-end departments of the manufacturers, such as marketing and sales departments responsible for sales tasks, promotions, new product launch, etc., but are not familiar with their backstage management departments.

For example, human resources, departmental benefit analysis, enterprise asset safety, ERP, financial cost accounting and other departments do not know much about it.

In fact, these departments and distributors are related, but many dealers think these departments have nothing to do with themselves.

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< p > 5, the dealership owner's behavior is mainly based on personal form, and generally does not take into account factors such as level, procedure, form and so on.

However, the behavior and behavior of factory workers are more about the form of duty, and pay much attention to factors such as level, procedure and form.

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< p > 6, the workers of the factory are running on the working condition every day, while the dealer boss is running in the state of business.

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< p > 7, dealers tend to have a firming view of what they know, which is always like this.

In fact, manufacturers are in constant change, and the whole is changing.

The inside information of the manufacturers we know today may expire next month.

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< p > 8, dealers use the regional market strategy, while manufacturers should consider the problem from the perspective of national strategy and competitive strategy. The difference between the two sides is very large. < /p >

< p > 9, dealers' initiative learning consciousness is generally indifferent, and little is learned from the perspective of prevention.

And most manufacturers have a relatively complete learning system, from top to bottom, continue to learn and improve, and will invite relevant experts to guide. Many problems have not yet occurred, the relevant solutions have been studied.

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< p > 10, what manufacturers want is the ability to integrate resources. The popular point is how to borrow other people's money to do things, and dealers have been figuring out how much money they have and how much money can do.

As for other people's money, how to borrow it and how to use it, dealers' bosses seldom consider it.

In addition, there are many differences between manufacturers and distributors, but dealers boss often thinks that he knows all these differences and can see the factory clearly.

It is because of this idea that dealers' bosses will not go deep into the factory.

For the internal operation mechanism, the future development strategy, the current main problems, the weakness of the structural type, and so on, such key problems are simply based on their own thinking and understanding mode to look at the manufacturers, but in fact, they may not be able to see through.

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< p > < strong > two, employees can not see through < /strong > < /p >.

< p > the boss can't see through his subordinates, even if they are together every day, even if they have been in charge for more than ten years, they still can't see through it, and they are getting more and more invisible.

How can employees still see each other? Actually, they are two different things.

Of course, many bosses insist that they have been doing business for so many years, so different employees can make the business so big, if they do not understand how employees can manage today.

In fact, it's two different things to eat and eat well, and a stupid method can also manage people. But the key point is whether the more relaxed the tube is, the higher the performance is.

At present, the personnel management level of the private dealer boss is still at an initial stage. Many performance problems, benefit problems, development problems and competition problems are, in the final analysis, the boss's personnel management problems.

The early stage of personnel management is whether we can see through the employees.

So, the reason why most dealers can not see their employees is in the following aspects: < /p >

< p > 1. to look at employees with the boss's thinking.

Bosses often call themselves bosses for over a decade, and have been in charge for more than a decade.

Just imagine, the boss has been working for more than ten years, that is to say, it has been more than ten years since he worked. Where can I know how it feels to work? The rest of the head is already a complete boss thinking, and it can only be viewed from the boss's point of view and values.

As for what employees are thinking in their heads, bosses either do not want to think or guess some of their own guesses, which is based on the boss's own thinking mode.

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< p > 2. simplifying employees.

Bosses often think that they are complex. Over the years, they have gone through a lot of ups and downs. They have a lot of accumulation, and their employees are much simpler.

To deal with employees with their own intelligence, is it not enough to work hard? It's a big mistake! People are complicated! How complex the boss is, how complex the employees are! Don't take it for granted that the experience is thin and simple, and besides, they are also adults who have been fighting in society. Whether it is management or business cooperation, simplifying each other is a taboo.

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The promotion of management < p > 3. is not a simple superposition.

In the past, the company was small and the people were few. The boss also managed 35 people.

Gradually, the company became bigger and more people, and from 35 to thirty or fifty people, the boss's management mentality remained in the management of 35 people.

Bosses often use simple overlay to increase the number of employees.

In fact, the impact of increasing staff numbers on management is not simply a change in the quantity of management, but a fundamental change in management ideas.

Moreover, the management style of the company at the start-up stage and the development stage is not the same thing, but for many dealer owners, there is no knowing how to change and how to change it.

Simply, let's talk about it with the existing management method.

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< p > 4., the understanding asymmetry between the boss and < a href= "http://www.91se91.com/news/index_c.asp" > employee < /a >.

The root of all the contradictions in the world comes from this asymmetry of understanding. The asymmetry of understanding between employers and employees is the most obvious.

For example, the boss looks at the trend and decides to invest, and the employee decides to invest in the result. The boss is the long-term embodiment of pursuing value. Employees are pursuing short-term value. The boss gets experience through overcoming difficulties, and employees learn how to avoid problems by encountering difficulties, and so on.

There are many different understandings between bosses and employees, and the bigger the business is, the greater the gap between employees and employees.

In short, there are many differences and differences between bosses and employees, and both sides look at problems from their own perspective.

From this point of view, the boss is also hard to see through the employees. Unless the boss can go out to work regularly and personally experience the taste of work, otherwise, sitting on the leather chair is hard to understand how employees should manage.

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< p > < strong > three, to the downstream < a href= "http://www.91se91.com/news/index_c.asp" > Customer < /a > can not see "/strong > /p".

< p > a gang of three heroes, a large distributor can not be separated from the support of many two groups of businessmen and three groups of merchants, or even support.

However, there is also a management problem for these downstream customers.

How to manage effectively is the most helpful to the operation and development of business. This is also a problem for bosses.

On the surface, these downstream customers are cooperative with themselves, but in fact, it is also a relationship of interest contention. Both sides want each other to listen to their own words. They want to maximize their interests and pfer their operating costs and operational risks to the other party as far as possible.

Even the dealers' bosses tried to get the market resources from the upstream manufacturers, and soon they were taken away by the downstream customers.

This is not the case. What's worse is that these downstream customers can still compare the dealers, saying that the brand dealer is more generous, the policy is more favorable, the product is better, and the settlement is more relaxed, which leads the dealers to compete with each other and even dismantle each other.

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< p > dealer owners can love and hate these downstream customers. They can't sell them away, but they can see that their profits have been taken by them.

But even to this level, the downstream customers still do not have the feeling of dealers, which seems to be what dealers should do.

The cause of so many downstream customer management problems, the root is simple, is the management of the problem, the management method is the problem, is not built on the downstream customers to fully understand the foundation, that is, these downstream customers can not see.

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< p > at present, the way dealers manage downstream customers are basically centered around product sales, such as sales volume, settlement, profit of products themselves, market resources, cost support, rebate, and the positive influence brought by product brands to customers.

Moreover, many dealers manage the downstream customers on the basis of this product, which leads to serious homogenization problems. The management methods are the same. The two groups of businessmen are naturally picking up the fat and getting thin. As a result, the dealer's investment in the two batch of business is getting bigger and bigger until they become a porter.

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< p > no matter how small a group of two companies should consider these problems, they should actively seek solutions to problems. Even the importance of these problems has exceeded the profit problem of products.

However, the dealer bosses can not see these things, just blindly grasp the problem of products, spend a lot of thinking at the product level to communicate with downstream customers, but give up the problem that really can catch the core of downstream customers, that is, they do not see through the real situation of downstream customers, and what they really want at the moment.

Here is a simple analysis of the dealer's boss, the three can not see through.

In addition, in fact, there is still more to be seen, which is because these can not see through, resulting in a lot of dealers on the lips of business hard to make money hard to earn, difficult to manage.

It is not immediately clear that it will be possible to improve business status or management, but at least at the very least, how to do and how to manage it will guide a direction and lay a foundation.

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