How Do Dealers Manage Dealers' Return?

　　 Distributor Bosses have been thinking about how to transfer operational risks and operating costs to manufacturers, that is, how to maximize their interests and minimize risks. Around this guiding ideology, dealers bosses actively develop their thinking and develop their creative thinking. Sometimes they work together to observe and study the way of manufacturers, and invent various strategies for confronting manufacturers. The return problem is just one of them.

Of course, for the manufacturers, if the dealer bosses become smarter and start to master more ways to transfer the risk and cost to the manufacturers, the profits of the manufacturers themselves will be further reduced.

If you stand outside the manufacturer, look at this problem. In fact, it is not so complicated and difficult to solve. First of all, the best solution to the problem is to prevent it. Then, to solve this problem, it is necessary to change and adjust the whole system instead of the technical change in one or two points.

　　 Analysis questions:

First of all, we need to thoroughly investigate the root cause of the reason for the dealer's return, and see whether it is a matter of the dealer's operating level, whether it is a matter of mentality or a matter of capital. However, according to the author's experience, the scientific operation level of dealers is generally not high. Low level operation has led to the variation of management mentality, which is the main factor.

Because dealers do not directly face. Consumer The goods that come out of the dealers are mainly sold to the two group of retailers and retail outlets at the lower level. The source of the return is also here, mainly because these two groups of retailers and retailers have returned the goods that can not be sold to the dealers after the peak season, and the dealer has to find a way to return to the factory again.

In fact, from the point of view of dealers themselves, they do not want to be so upset. This must first consume a lot of manpower and material resources to carry out the distribution. After the peak season, customers will have to accept the return of the lower customers. Then they will have to work hard to return the goods to the manufacturers. The dealers will also lose a lot of operating costs. From the point of view of business operation, no one is willing to make such a mess. The key reason is that the dealers themselves have no way, or there is no good way to avoid the return of the subordinate customers.

Let's think about it from another angle. If the manufacturer can help the distributor do the sales forecast of the whole market and the analysis of the sales situation of the subordinate customers, we should have a clear idea and guide the dealers in a targeted way. Subordinate customer What will happen if the distribution is supplemented by the related terminal sales promotion activities?

　　 Let's refine these solutions.

1, to account for dealers, for the lower level customer returns, the cost of the toss and turn, the dealer's cost consciousness is generally poor, accounts can only be seen in front of the cost, background costs and invisible costs are difficult to calculate.

2, analysis of the trend of development to dealers, each year for inferior customers so shop and return, a long time, the lower class customers will inevitably form a habit, will gradually develop to whatever goods have to fight for returns, and even have to return at any time, this habit of return once formed, it is difficult to change, and ultimately suffer from the dealer.

3, the manufacturer's business personnel spend some energy to go deep into the lower level customers of the dealers, thoroughly investigate the factors such as the storage capacity, the fund status, the management attitude and the sales ability of the subordinate customers, so as to lay a good foundation for the sales in the peak season, and have a clear idea of the number of the subordinate customers. At present, most of the sales managers of the manufacturers are more clear about the storage capacity, the fund status, the management attitude and the sales ability of the dealers. As for the subordinate customers of the dealers, they may know little about them. They often estimate the ability of the inferior customers to take the goods.

4, factory operators and distributors jointly investigate and study, formulate the local market's peak season sales plan, we act according to the predetermined plan, reasonable purchase from the factory and distribute the goods to the lower level customers. If the distributor insists on the super planned purchase and distribution, it should be clearly stated in advance in written form, and the excess part of the manufacturers will not return the goods.

Of course, there are external causes and internal causes for anything happening. In addition to the dealer's factors, there are also the factors of the manufacturer's own business personnel. At present, most of the manufacturers are heroes about sales volume, forcing many business people to try their best to squeeze goods to distributors, but there is little energy to study the local market and how to do channel dredging. Moreover, if the dealer's cargo volume is too large, business personnel will often try to apply to the manufacturer's headquarters for all kinds of market support and promotion costs. In short, we must ensure that our sales bonus comes to us. Anyway, we spend money on manufacturers. On this issue, the senior manager of the factory must consider the bonus payment issue of the business personnel, put the planned and scientific nature of the purchase into the bonus assessment part, or adopt the method of postponed payment of the sales bonus, so as to urge the business personnel to communicate with the distributors scientifically and rationally, and not simply sell the heroes. Ensure that real sales are achieved, rather than moving away from the store.