7 Strategies For Obtaining Preferential And Extra Support From Agents

At the beginning of the year, the agent went to visit the manufacturers and to get closer to the manufacturers.

In the relationship between agents and manufacturers, most agents, especially the developing small and medium-sized agents, are most concerned about whether they can get more policy preferences, specifically speaking, whether the rebate level can be returned or not.

Manufacturers are most concerned about the maximization of sales and profits.

Sales maximization and cost minimization can effectively reduce the marketing cost through the good strength of agents.

For example, the agents strictly abide by the market rules set by the manufacturers, and have high loyalty to the manufacturers. The agents have mature networks, strong distribution capabilities, the implementation of various promotional policies for manufacturers, and the investment in the sale of our products.

So, how to get preferential policies, how to get proper or even "extra" attention and support becomes a question for the agent to face.

It should be noted that even in foreign capital brands, which are well known for standardized management, there are some artificially controlled elements in the policy operation of manufacturers.

Therefore, when negotiating with manufacturers, if you want to "get" more emboldened, "want" more skills, we must pay attention to the strategy and method to put forward the request.

Usually, agents only start from the possibility of unilateral interest and unilateral operation, and sometimes even agents know that "ten take nine unstable". The methods adopted by them, such as killing, grinding, dragging money, boasting Haikou, and making difficulties difficult to deal with, are not only harmful to the attention of factory owners, but also harmful to the development of cooperative relations.

So,

Strategy 1, empathy and loyalty.

Transposition thinking to understand the intentions and deployment of manufacturers.

The reason why manufacturers oppose their agents to run competitors' products is that they compete for products of their own.

Some agents operate two or more conflicting brands at the same time, which will obviously cause the dispersion of resources, which no manufacturer wants to see.

Moreover, this will also lead to the fact that the products of many manufacturers represented by agents are not doing well. This is also a situation that every manufacturer does not want to see and is not satisfied with.

While improving their brands and attracting customers, manufacturers also enhance the brand image of the agents and expand the customer base.

Therefore, manufacturers do not want their investment to be shared by other competitors.

A powerful factory will not rely on an agent who only sees temporary interests, feet on several ships and has a history of frequent job hopping. Therefore, as an agent, we should be conscious of this and maintain a certain brand loyalty.

Strategy 2, foster mutual trust relationship.

For a factory with long-term interests, it is more willing to cooperate with an agent who has established a trust relationship, worthy of long-term support and long-term dependence, so that agents can provide competitive products and long-term, guaranteed and perfect after-sales service for users, thus highlighting the brand image of both sides.

This kind of vendor relationship can resist risks and tide over difficulties in the face of market changes or difficulties encountered by one side.

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Strategy 3. Establish a common goal system.

From the point of view of agents, agents pursue the most preferential sales policy, and manufacturers pursue the biggest support of agents to expand the market, so as to reduce the marketing cost.

It is not difficult to see that agents are the keys for manufacturers to open the local market and the bridge between manufacturers and the terminal market.

As the relationship between agents and manufacturers, they are dialectical and unified.

Therefore, both sides should establish a contractual marketing network system based on long-term contracts, and seriously define the responsibilities and obligations of both sides.

Strategy 4, learn to communicate with others.

Emotional factors always occupy a very important position in China's interpersonal communication.

Agents can not avoid this in their interaction with factory managers.

The smart agency will work hard to get the favor of the manufacturer from the outside interests, and it should really do that.

As long as the agent has established good interpersonal relationship with the manufacturer, especially the personal relationship with the manufacturer manager level, the sales performance of his regional market can be improved very well, and the managers of the manufacturers will also support themselves more.

This has been proved by the experience of some successful enterprises.

For example, a clothing brand regional manager describes his relationship with his agent: "we have established a personal relationship.

We can always solve major problems actively.

The core of many problems is people's attitudes and personality. Therefore, we are very frank.

In fact, the diplomacy among the international powers also pays great attention to the communication and attraction of the personal charisma among the leaders.

Strategy 5, respect the manufacturer's business personnel.

The agent must understand that establishing good cooperation relationship with the business personnel is one of the signs of good cooperation between the manufacturers. At the same time, the most business people who deal with the agents are the business people of the factories and have a good relationship with them so that they can do their best to serve themselves well.

Regardless of the size of the matter, the agents who report to the boss and senior leaders will actually be very passive, and they will not get anything or even lose the agency right because they will be in a tight relationship with the business people. Because in the larger management and regular business, bosses and senior leaders will not interfere with the normal management activities of the business personnel in accordance with the relevant systems.

Strategy 6, adhering to the concept of factory management.

According to the general view, the agent is the customer of the manufacturer, but actually both sides are partners.

Agents gain profits by selling products and services provided by manufacturers, and at the same time improving their reputation.

Many agents tend to focus on getting more promotional fees, rebates, credit sales and market protection from the manufacturers, while the truly smart agents support more business ideas, management ideas, sales methods and after-sale services from the manufacturers, focusing on improving their strength through continuous learning and practice in the process of cooperation, and making their own things better. Manufacturers will be more trusting and relying on them so as to deepen bilateral cooperation.

Strategy 7. Understand the strategic planning of manufacturers.

Due to the increasing market competition, many manufacturers have to compete for pressure and have to decompose the channel.

Channel compression makes many agents conflict.

Because many agents in the early stage of market operation, manufacturers generally give their sales area larger, but because of their own resources constraints, the market can not be further refined operation, thus leaving many gaps for competitors.

And agents are reluctant to let manufacturers split their sales area, so many agents boycott the channel decomposition behavior of the manufacturers, and even threaten the business personnel, resulting in the breakdown of the cooperative relationship.