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How To Prevent Dealers From "Arrears"?

2008/5/21 15:13:00 16

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I am afraid that rivers and lakes are dangerous.

In particular, the bad debts of customers are not being absconded by people's money, or they are "caught" by dealers.

I have known many enterprises in China, and found that almost all manufacturers with annual sales of less than 50 million yuan have serious problems. Not only do business people feel troublesome and headache, but even business executives have to admit that bad debts for dealers can be really broken.

Therefore, how can we effectively prevent dealers from "arrears"?

It is a key problem that many enterprises are eager to crack.

Unfortunately, many manufacturers only focus on how to deal with bad debts, but there is not much idea of effective prevention. They do not understand the opportunities and possibilities of strategic easing of bad debts.

In fact, if we do not know effective prevention, it is just a solution to putting the cart before the horse.

From the perspective of prevention, the formation of bad debts is only caused by the lack of competitiveness, lack of brand effect and too much reliance on channel members.

The author analyzes them one by one, and puts forward effective strategies for prevention.

(1) when new brands are first listed,

From the perspective of manufacturers, if they are not forced to do so, they will not accept the "product credit sale" strategy, because this will bring disaster to the bad debts of rivers and lakes.

The industry once launched heated discussions on this issue, and basically formed two schools of thought.

The pro faction believes that domestic enterprises, especially SMEs, are deficient in talent and have no obvious marketing advantages. They can not afford to sell goods to distributors.

It is very painful for dealers to owe money, but enterprises can still live after all.

The opposition thinks that it is "willing to drink poison to quench thirst" to distribute goods to dealers, and this so-called advantage is basically a "bubble" which is reluctant to do so.

If you don't see many companies building a network in this way, though they say they can sell a year, they can not get 50% of their cash back. Such a network is more like a sales network than a sales network.

The bigger the business, the more owed it is. Is this achievement meaningful?

In short, the two schools have certain reasons.

However, the author thinks that in order to get a sales network, manufacturers should pay attention to strategy and proper distribution.

You can choose the following ways for reference:

1. Cumulative placement method for retail outlets:

Do not let dealers ask how much they owe, how much they owe.

When the dealer puts forward the demand for distribution, the manufacturer can understand how many retail outlets there are under the dealer. Each node will lay 2~3 products under the premise of a complete variety of products. (the industry can be flexibly set up. The main point is to ensure that the retail outlets have a full range of goods, but the quantity can not be much, so as not to overcharge too much money at the terminal).

Under this premise, the total volume of all outlets will be accumulated, and the total amount of goods sold to dealers can be obtained.

The formula is: the number of retail outlets of the dealer X the number of products laid on each node X the value of each product = the first amount of the shop.

The advantage of this way is to prevent dealers from entering good sales items, and to intercept the manufacturers' money. At the same time, we can make the dealer network pparent, and have a reasonable balanced distribution rate, so as to maximize the effectiveness of the distribution, and lay a solid foundation for the future development of the factory.

2, half credit and half installments.

Under the possible premise, try to let dealers have much money to invest.

Because the dealer's own funds are pressed on the goods, the enthusiasm of the promotion is naturally different.

If the distributor asks for the distribution of goods 100 thousand, it can be operated in this way:

With 100 thousand as the bottom line standard, the first shipment will be sent to 50 thousand of the distributors for 50% first, and the rest will be 50% by cash, and the rest will be sold at 50% yuan per cash purchase at the time of 100 thousand yuan.

3. First order small shop method:

For dealers who are relatively suitable for network and market resources, the main strategic point is to let him know that the products of the distributors can go and earn money. In order to dispel his worries, a few products can be sent to him for trial sale in the early stage.

It can avoid the risk of high volume in the early stage.

4, "1+10" distribution method

To allow dealers to cash in, the focus of the dispute is not on how much money is paid, but whether your product can make money.

The concept of "1+10" means to set up 1 temporary offices in some relatively potential cities. The office will replace the dealer's warehousing function (a small amount of stock), and give each sample of 10 potential dealers, such as wholesalers in the wholesale market, a sample of each person. If someone orders, he will immediately notify the office to deliver the goods.

(two) when the industry competition is maturing.

The author has done some research on daily chemical, food, underwear, clothing, pesticide and other industries, and found a very interesting industry development roadmap.

That is, when each industry is in pition to maturity, it is the most likely time for distributors to distribute goods or pay monthly payments.

The main reason is that at this stage, many competitors enter, and the products of these new entrants basically imitate most. In order to get a quick slice of the product, they often use the way of "monthly" or "consignment" for dealers to excavate the "corner" of mature enterprises.

In order to block these new entrants' crazy attacks on channel members, some enterprises have to pull down the threshold to give the dealers the same treatment.

Therefore, even if many enterprises have escaped the first plunder, they can hardly escape this amount.

In this case, the distribution of goods is often lacking in constructive nature, and the payment to dealers is only a matter of equity.

The only way out for manufacturers is to maintain their ability to innovate in products, and gradually attach importance to the building of terminal image and focus on brand communication with target customers.

As long as your product is ahead of the market, there is market potential and brand effect is gradually emerging, there is no need to worry that dealers will not pay to purchase goods from you.

As a manufacturer, we can never put our way out on the members of the "mercenary" channel. At this stage, enterprises already have a certain market base and are an important period to shift to the stage of brand development.

You can do this generally:

The first step is to distribute goods to distributors properly, but ask distributors to increase their occupancy in the blank area of the local market.

In order to achieve this goal more effectively, manufacturers can send short-term salesmen to help expand, and gradually grasp the distributor's distribution network.

The second step: to deepen the impact of manufacturers on the channel:

Deepen the impact of manufacturers on channel members at all levels.

Manufacturers can not focus solely on the work of dealers, which is a superficial marketing thinking.

Only after conquering all the members of the channel can manufacturers not be held up by dealers.

Specifically, the dealer's name card and shop head appear in the name of the manufacturer's division, so that the members of the network below recognize the name of the manufacturer, not the dealer; besides, the manufacturer should regulate the reasonable profit of the dealer members at all levels (including retailers) according to their own channel mode, and carry out the policy in depth.

The third step: to deepen the impact on the terminal.

Retail terminal brand counters, exclusive shop head advertising, small terminal brand image display rack, irregular promotional posters, etc. are important information for brand building and image dissemination, and will play an important role in brand communication for consumers.

This method is not expensive, and is suitable for many domestic manufacturers to operate flexibly in gradual pformation.

(three) when there is a strong imitation of competing products.

This situation often occurs when the enterprise has completed the first stage of survival test, and the product of the enterprise starts to prove that it has certain market potential, and the sales performance starts to grow rapidly, so it is easy to appear the new competitors who are mainly imitative.

This situation is very fatal to a company that has not yet had a brand effect or is in pition to the brand effect stage. If the response is not timely and the strategy is incorrect, the blow is almost fatal.

The author witnessed that there are many manufacturers in Guangdong's daily chemical industry and food industry. It is difficult for them to enter the fast growing period of harvest. Suddenly, several new styles of products with similar styles and lower prices suddenly appear on the market, giving dealers more preferential policies. The result is less than 1 years' time.

When this kind of competition occurs, the performance of the manufacturer will decline sharply, especially in the wholesale market.

At this time, when the manufacturer exerts pressure on the dealer for performance, the dealer will often ask the manufacturer for payment.

The author needs to emphasize that there is no point in distributing goods under such circumstances, because even if you give the dealer the support of the goods, the crux of the problem has not been solved effectively.

The products and prices of competing products are specially designed with your products as reference materials, so you have absolute advantage over your products.

No matter how you operate, it is a temporary solution rather than a permanent cure. Therefore, the author objected to distributing the goods to dealers in such a case, because once the offline customers of the distributor did not acknowledge (the price of the competing products had more advantages, the two batches of three batches would naturally pfer the target), and the products of the manufacturers could only be placed in the warehouse of the dealers.

In addition to constantly maintaining the leading edge in the new product area, the pition to the brand new development stage is the best way to solve this problem.

For manufacturers that have accumulated a certain amount of financial strength, they should only focus on expanding brand effect.

The author has done a similar marketing guidance to several food and daily chemical enterprises in Guangdong. The manufacturers have quickly established their authoritative leadership in the industry by using the star effect and TV advertising, so that the imitated enterprises can not catch up.

(four) when manufacturers are expanding

Obviously, when manufacturers make an ambitious market expansion plan and require channel members to cooperate well, this time will be eliminated.