How To Solve All Kinds Of Cost Problems Put Forward By Dealers?

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As for the implementation of the flat strategy, dealers must also adapt to this marketing mode, otherwise they will be eliminated by suppliers.

However, if dealers want to adapt to the development of the situation, the cost of marketing will increase exponentially.

On the one hand, the home appliance industry does not make money at the same time, at the same time, it is suppressed by the price of large household appliances chain, and absolute profit; on the one hand, the cost is rising indefinitely; this contradiction is more and more intense.

Dealers who take profits as the first factor will naturally turn their attention to the upstream, so as to pfer the cost to the suppliers to the greatest extent and the various fees they will raise.

So, how to face and solve this problem?

1, from a large scale, it is to ensure the reasonable profit distribution of large household appliance chains and regional distributors.

With regard to these different channels, the current household appliance enterprises in China have implemented different sales policies and pricing systems.

Large household appliance chains are usually sold at the manufacturer's supply price; dealers generally need a premium.

Therefore, to ensure their reasonable profit, the general practice of suppliers is to offer the price of large chain to a higher price than to the dealer. However, the sales policy to large chain stores is better than that of dealers, so that dealers can have room for price maneuver.

Therefore, the suppliers of large household appliance chains and regional distributors constitute marketing channels. We must increase the retail price control of large chains and guarantee the interests of dealers to a certain extent.

2, the implementation of specific areas, regional managers for the various fees put forward by dealers, we should treat them dialectically.

First of all, we should consider the actual situation of dealers, and divide their requirements into two parts: reasonable and unreasonable.

For the reasonable part, we should try our best to solve it; unreasonable part, your attitude must be resolute.

Regional managers are strictly forbidden to make empty promises and make a random commitment. Don't assume that everyone drinks too much. I don't remember your words.

As a regional manager, you can not speak or remain silent on charges. As long as you say, dealers will remember their whole lives.

So how do we deal with the reasonable cost as a regional manager?

1),

It is necessary to have a strategy, not urgent, not dryness, reasonable and articulate; press the requirement to the minimum and press it within your control.

2) strategies and methods:

A, when signing a regional agreement at the beginning of the year, the two sides should clearly stipulate that part of the regional premium in the company's supply price should be used as a promotional fee jointly used, and this article will be one of the conditions for negotiation.

In this way, at the beginning of each month, you can check with the dealer the amount of promotion cost in the month's premium.

There are many dealers who will play tricks on him. Money goes into his pocket, and it is his own.

At this point, you must insist that we have a prior engagement; it is really not possible, only coercion. After all, his rebate is still in the company.

B, take advantage of company policies.

To intercept some of the expenses and steal.

There are many company policies that dealers do not know.

But they have a number, so we must follow the finance carefully and keep pace with the company's financial accounting.

If dealers know that you "cheated in good faith" once, it will affect your future cooperation.

C, take advantage of the company's unified promotional activities to squeeze out some space.

The general company will have some promotional support every month, what reward for picking up goods, the award of market operation, and the reward of return money; during the holidays, it will send electricity fees and cash back.

The general company will allocate the quota to each area, so you have to use it leisurely.

D, pay close attention to the company's price movements and effective time and model content, and take a high cost.

The following scenario exercise:

Background: A and B two have been directly reduced by 100 yuan from July 10th to July 20th. They are reflected in the form of tax rebate discount.

It's July 9th, and we have been informed by the company.

Exercise: (Q represents area)

, J represents distributors.

Q: dude, it's raining these days, and the sales are bad.

You are no exception here.

J: Yes.

The company did not support it. The last booth cost was not given to me.

Q: you are right. The booth is for my product sales. When did I say I would not give you a quote?

Ha ha, you are telling lies.

J: when will you do it for me?

Q: you know, our company has a very slow booth charge.

Well, you can deliver the goods tomorrow. I'll rush you this time.

After tomorrow, I won't forget it.

On the second day, the dealer paid and reported the goods.

With assistance, A/50, B/50 and other models were arranged.

Q:* boss, we are brothers in private; but in business, we need to keep two to two. We have to have a credential for you to rush money, sign an agreement, and I can't remember it for a long time; this is also responsible for you.