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How Do Dealers Make Strategic Pfer?

2008/8/15 9:09:00 8

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At the beginning of the establishment of the enterprise, there were fewer hands, often led by the boss, with little details and hands-on responsibilities; when the enterprises grew gradually, the number of hands increased, the management of the bosses increased, and the lack of regular routine business management processes, the general manager's heart remained weak, and the whole organization was trapped in the ineffective management.

This is the common "crisis of small business growth".

Without strategic planning, it is not clear where we are going to develop, and we always feel that the scale of enterprises is not big enough, so it is unnecessary to reform it.

As a result, enterprises will be plunged into the "crisis of growth", and the market competitiveness will be lost gradually, which will eventually become a victim of market competition.

　　從重銷量到重發(fā)展

In the practice of dealers, there is a common phenomenon: always "expand sales as far as possible" as a guideline for daily operation, the root of which is misled by the "sales quota" used by manufacturers. Manufacturers try to stimulate distributors to expand sales. It is the dealers' subconscious "expanding sales" as a business strategy and mission, and predatory exploitation of the market at all costs. They mostly consider tactics rather than strategies.

This sales led business idea enables dealers to attract customers with high reputation and price sensitive products in the product mix to drive the sales of non brand products with larger profit margins. This is also the mode of operation adopted by most dealers.

In order to attract more customers, dealers can not help but fight the price war with brand products, resulting in the accelerated extinction of brand products.

Some dealers believe that as long as the "real" benefits are earned, even if the brand dies, it can also act as a proxy for another brand. This idea directly causes distributors to constantly adjust their product mix.

But research shows that the cost of developing a new customer is usually 5~8 times that of maintaining an old customer.

Sales volume index "one leaf barrier", the dealer "sales" (or manufacturers short-term rebate) instead of "development", putting the cart before the horse, the strategic dislocation makes dealers become frog in the well, but also for a long time dealers can not find the main reason for the way out.

As distributors, we should define the direction of the development of enterprises and formulate the steps for the development of enterprises.

It must be clear that sales volume is only an integral part of the development of enterprises, not all.

To shift the focus from simply increasing sales volume to the overall layout of enterprise development, everything is centered on enterprise development rather than sales volume as the center.

　　從做生意到做企業(yè)

Market situation is changing rapidly, risks and opportunities coexist.

To seize opportunities, we must challenge risks, and dealers are often risk averse ones. Even if there are tens of millions of opportunities, they are also inadvertently lost.

There are three reasons.

First, distributors are mostly small, lack of capital strength and lack of risk tolerance.

In the face of change, we often need to burn the boat and only fail to succeed because failure means destruction of the whole army.

Second, because of the limitation of its management level, dealers lack effective measures and methods for future risk prediction and prevention, and often "stay away from the risk project".

In operation, most dealers hold a conservative attitude of "muddle through".

Third, from the perspective of the whole channel, manufacturers want dealers to become their own professional managers, and become tools for manufacturers to implement policies.

Moreover, many traditional distributors have been engaged in agency for more than ten years, and have accumulated a lot of actual combat experience. However, many dealers regard experience as knowledge and strategy.

We know that experience is often a successful method in a given environment. It is by no means a universal truth. In the new environment, taking past experience as a method and technology is tantamount to carving out a sword.

Dealers are often reluctant to accept this reality.

From the perspective of the organizational life cycle, dealers themselves are still at the stage of entrepreneurship, requiring dealers to have entrepreneurial spirit of entrepreneurs. They need to maintain innovation and flexibility. They need to make wise and courageous decisions at a critical time. First dare to take the initiative, seize the opportunity and take the initiative.

　　從擴(kuò)網(wǎng)絡(luò)到管渠道

At present, most dealers' channel patterns still retain the channel structure formed when they are born.

In that era, popular marketing dominated the market, and dealers believed in the idea that "the number of customers is directly proportional to sales volume", so as to expand the channel size and pursue quantity more than quality.

After the sinking of the center of gravity of the channel, dealers are intolerant of the pressure of the decline in their sales scale, thus embarking on the road of multi brand operation, and begin to represent various brands in a large number, hoping that "the East is not bright and the west is bright."

Although the sales volume of various single products is declining, the agency brand is more, and it can also make up for the falling sales gap.

In terms of original intention, manufacturers hope that businesses can make the market more elaborate and get room for growth, while dealers still can not enter the state of meticulous marketing, but fall into another extensive operation state.

Moreover, dealers often do not have the heart to peel off some poor quality channels, and think that there is always better than nothing, so that channels can not meet the needs of subdivision marketing, and the operation efficiency and efficiency of channels are not high.

In the increasingly mature market, differentiated business philosophy is popular. Market segmentation also requires subdivision of channels. That is to say, different products and different marketing methods need special channel support.

For example, two kinds of brands with poor correlation have a low overlap of channels. Under such circumstances, the logistics services are more targeted, less batch and multi frequency logistics distribution leads to higher costs, and distribution can not be completed in time.

It should be said that the operation front is too long, which distracts the energy of dealers, which is difficult for dealers to channel management to an intensive level.

In order to build a competitive channel system, we must go deep into the essence, and the channels must also be metabolize.

The business should pay attention to the quality of the network, not the quantity, especially to increase the service function of the network.

We need to sort the channel customers according to the dimensions of marginal efficiency and life cycle, and peel off some channels which can neither effectively bring returns nor adapt to the environment. While enhancing the overall service ability of the channel, we can improve the operation and operation efficiency of the channel system.

At the same time, we should pay special attention to and standardize customer management, such as establishing customer files, and truly and meticulously concerned about the needs of customers.

The existing customers can be classified according to the different roles of the channel, such as wholesale, KA and shopping malls, retail outlets and special passages. Then, files will be set up in computers, and special people will be assigned to maintain and develop various passages.

Then classify and analyze them according to the signs of being developed, customer level, customer relationship and so on, so as to have a more detailed and comprehensive understanding and control of the market, so as to establish professional customer sentiment and firmly grasp the channel in their own hands.

　　從無決策到控市場

Manufacturers usually believe that dealers have gained fortune because they have grasped the market environment and economic policies of a specific period. Although most dealers have more than 10 years of practical experience, dealers are left behind in the market because of the lack of modern management and marketing knowledge in the marketing and management pition from extensive to intensive pformation. The manufacturer is self styled as regent and puts dealers aside.

Many manufacturers have begun to sell support to distributors, or even gradually replace dealers. The decision-making power of dealers has almost disappeared. This is a common phenomenon in current channel management.

Manufacturers deprived dealers of decision-making power, and even thought that letting dealers exercise executive power is also considering the need to use dealer funds and logistics capabilities, dealers can not self experience, turned into a "can not afford to fight."

In this highly incompatible state of cooperation, dealers become puppets, and naturally it is difficult to dominate their own business, let alone plan sustainable development.

In this environment, dealers should first get the foundation of coordination with manufacturers, and then seek long-term solutions for self development.

First of all, enrich the theoretical knowledge, broaden our thinking and strengthen our own business ability, this is the only way to get the right to speak to the manufacturers.

If the company can have an equal dialogue, it will be easier to coordinate and play the synergy effect of the channel system, which in turn helps to promote the development of dealers.

Dealers should actively take advantage of the situation and create momentum to improve their position in front of manufacturers.

Secondly, we should improve the marketing system and realize the vertical coordination between the middleman and the manufacturers in management, marketing, finance and logistics.

In the "small business growth crisis", dealers are lacking in scientific management, modern marketing and formal finance.

The perfection and unification of functions is an important prerequisite for enhancing the executive power of dealers.

For example, we should carry out standardized financial process and data collection and processing process on the system, so that we can greatly improve the collection and processing of accounting information and market information, and more conducive to the company's high-level understanding of the actual situation of the market frontline, and improve the efficiency and accuracy of decision-making.

It is also necessary to establish standardized processes and decompose the objectives, because the implementation of plans often involves layers of understanding of deviations, resulting in a distortion of market plans and a direct result of insufficient execution.

For most dealers, increasing the promotion function is a top priority. Starting from consumers, mastering modern marketing methods such as advertising and promotion, cultivating and guiding consumers' habits, and actively paying attention to consumers are often better than the manufacturers' support forces.

On the basis of improving the marketing system, dealers should learn to work independently or organize all parties' resources to complete a series of works such as market research and new product promotion. Dealers should give full play to their information superiority to fully understand their local environment. Combined with the local special environment, we should grasp the unique advantages of the locals, such as connections, and draw up a feasible win-win development plan for the manufacturers.