With Poor Marketing, The Company Has To Shoulder Most Of The Responsibility.

One day, I received a call from a regional director, and recently encountered.

(1) the situation of the goods being returned by the distributor.

1, the company's products in the process of listing or promotion of new products, some dealers through efforts to promote the backlog of some products, mainly because of manufacturers design problems, there are many good companies in the process of product development, there are many problems, there are a lot of closed doors in the car, may be products are not suitable for the region or product itself has problems, in order not to affect the enthusiasm of dealers and the adverse effects of the market, should be processed or returned early.

2, dealers are not rational when they purchase goods, especially when the manufacturers have a commitment to sell back, blindly buying goods, resulting in the product's expired or overstocked products.

The main reason is that the manufacturer's management measures are not in place, and the sales personnel are not responsible. The best reason to solve this problem is to let dealers share a little return packing loss, so that their purchase behavior becomes rational. On the other hand, the management of salesmen should be strengthened so that salesmen can take the responsibility to make reasonable plans for the distributors, strengthen the inventory management of dealers, and do not let dealers blindly store goods.

3, promotion pressure goods.

Now all enterprises in the industry are being encouraged to compete and challenge. In order to compete for market share and consolidate their sites, enterprises have launched various promotional methods. Most of the enterprises have flexible marketing methods in this regard, and different promotional efforts are made in the formulation of promotional plans. Dealers are launching a large amount of currency for their own interests, regardless of market conditions. This will result in a large backlog of products and will also cause goods to be distributed. At this point, manufacturers should carry out proper pressing according to the actual situation of the market, and also formulate corresponding management means for dealers, but at the same time, they should also monitor the flow of goods.

4, distributors are not considered good sellers.

This is the distributor's concept of the problem is also often encountered by the sales staff.

At this point, we must change the concept of dealers, many dealers only take advantage of their immediate interests, and will not consider manufacturers' factors. Therefore, distributors generally do not accept the products propaganda of the manufacturers. Dealers generally do not pay much attention to the sale of this product, and this product is prone to backlog. The best way to solve this situation is not to require dealers to keep the product variety complete and the minimum inventory requirement of each item. We should formulate products that are below safe stock and not return the goods to dealers, and impose pressure on them. The dealer's own money will be changed when he presses his money, and he will try to launch the product voluntarily.

5, dealers do not actively promote product overdue or overstocked products.

There are many dealers in the market that are changing from "sitting salesmen" to the idea of "traders". After sending products to the terminal, they sell their products naturally. There is no market promotion consciousness. Some dealers are caused by low interest in cooperation between manufacturers. In the face of such a situation, the factory (global brand network) should strengthen the supervision and control of the distributors, keep abreast of the goods on the sales outlets, the sales of the products at the terminal, and the real stock of the dealers, so as to deal with the problem in time.

6, inventory management.

Manufacturers must make good safety management for the inventory of dealers and market terminals, not only ensure that the market does not break out, but also can not let a large number of products backlog.

7, before the operation of the product, the dealer is not enough to evaluate the market. Before the cooperation, the two parties fail to evaluate the dealer, causing the product to expire or overstock.

{page_break} this situation should be resolved quickly and decisively, and immediately send the backlog products to other areas or return to the manufacturers to reduce the risk of overdue and overdue losses.

8, quality problems, pport breakage and other undesirable products that can not be sold must be replaced or resolved.

If the package is broken due to the pportation problem, it can not be sold. If the local conditions permit, the manufacturer can contact the replacement manufacturer in time. If the quality problem is found during the warranty period, such as mildew and deterioration, the dealer will promptly cooperate with the manufacturer to replace the market product. The freight is responsible for the charge of the manufacturer. If the product is an artificial quality problem or the stain or deterioration caused by the two pollution, the product will be negotiated in time to solve the problem.

10, after the termination of the manufacturer's contract, the returned products from the dealer warehouse and the offline network will be generated.

It must be replaced, but if the contract is terminated after the security period, the discount of the return will allow the distributor to share the loss of the goods. It must be implemented according to the terms of the sales contract, on the one hand, it protects the market from the negative impact on the market, and on the other hand, it will leave a relatively easy cooperation condition and space for the next distributor.

11, if we find that dealers have signs of terminating cooperation in cooperation, we should strengthen the delivery management and stock control of distributors, minimize the backlog of products and minimize losses.

Therefore, manufacturers should do well the basic management work of dealers and salesmen on weekdays, and reduce or avoid the return to all aspects to cause losses through various ways.

(two) controlling the benefits of return:

A, the advantages to dealers: improve dealers' management and cost awareness, and broaden their profit opportunities.

General companies are small in scale, loose in management, strict in product return and strict in product date management, so as to increase salesmen 'visits to the market and improve their services, and further strengthen the management of salesmen, so as to further understand the market and understand the needs of consumers, so as to improve the management and management capabilities of distributors. The cost of goods returned or returned must be borne by the customers themselves and the operating costs of customers. This is also a cost that they can not afford to ignore, increasing the dealers' awareness of cost management. Many products are placed in the market, but these distributors and retailers are consumers who want to sell anything and seldom take the initiative. Distributor

B, the advantage of the manufacturer: expedite the real market potential of the product.

There are many varieties in the distributors, distributors and retailers, such as displaying 20 varieties in a counter, and selling well in 2-3. If the display varieties increase to 40 --50, there will be 15 or more varieties of good sales, because products can be displayed in full display and meet the needs of different consumers. It can also reflect good business conditions, attract more consumers, plus pressure from customers to return control to customers, offer an active introduction, promote sales of star products, stabilize manufacturers' share in market sales, and increase the competitiveness of products in the market.

(three) the principles for handling returns:

In reality, the manufacturer thinks that it is reasonable and reasonable for the dealer to share a certain proportion of return loss, and the result is not ideal. I control the purpose of returning goods, which is to let dealers rationwise purchase and reduce blind goods and let them take the initiative to do their own inventory management, so that both sides of the company can stand on one side instead of the opposite side. Although controlling returns is beneficial to both sides of the manufacturer, we must pay attention to the means and control the effect and purpose of returning the goods, but do not let the dealers exert great pressure. We should share some psychological losses appropriately, such as asking the dealers to undertake the packing loss and freight for the returned products, though not many, but they can let him take the initiative to pay attention to the problem of pressing goods.

As for the actual loss caused by return, we cannot rigidly ask the distributor to share the proportion.

When making the return policy, we must adapt to the objective management of the enterprise.

1, the principle of exchange processing:

A, professional and method: do not sell what the dealer wants to retire. According to the return situation mentioned above, the side should be retreated. If it should not be refunded, do not retreat or retreat. Appropriate pressure will bring pressure to the distributor. The dealer's own money is stored in the warehouse, though not many, but his initiative is different.

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In addition, new customers, old customers and key customers need to be differentiated. In the early stage, the policy is loose, the health is gradually tightening, the new customers are tight and so on. But there is no need to give the dealers a strong emphasis on how much losses they bear. Remember to allow them to bear some psychological pressure. The aim is to solve the problem, and it does not affect the enthusiasm and development mentality of the dealers to continue their cooperation.

B, fairness: when we formulate policies, we must take into account the interests and responsibilities of both sides. Only when we stand on the common interests can we really solve the problems. Dealers will dare to speak in front of big companies, but dealers will also become spectators when they encounter problems. They should not be opposed to distributors and manufacturers.

2, misunderstanding of returns:

A, simply sacrifice the interests of manufacturers to accommodate dealers, so that manufacturers can not afford this heavy burden for a long time.

This situation often occurs in the beginning of a company or in the new product listing section. Manufacturers are in urgent need of the sales network period, but we must grasp the continuity and flexibility of the return policy to achieve the effect of both fish and bear paws.

B, when manufacturers realized that the returns could not continue and they already had the market base, they would modify the return policy with the desire of protecting the interests of manufacturers and wishful thinking. This led to the fact that many dealers had rebelled to other competing products at a time when they could not adapt, which would cause serious harm to the business of the company.

(four) three measures for common returns:

1, time constraints.

For different customers after the purchase of goods at different time periods of return, according to the time period to treat differently, generally divided into safety period and non safety period.

If the new customers purchase the goods in the market development section, they can be returned unconditionally within 6 months. After that, the goods will be appropriately discounted according to the agreed rules.

2, quantity and item restriction.

According to the factors such as market, company, time, etc., we formulate different return ratios or restrictions. For special products or promotional period special products, gifts, such as no quality problems, are not allowed to be returned.

3, the minimum quantity of single product is limited.

Dealers must ensure that the products of the manufacturer are complete, and each product has a certain safety stock. In this stock range, it does not return goods. It is also a pressure placed on the dealer to recommend products. Do not let the dealer have any single product on the subjective side.

For example, products that are proved to be bad at the end should be handled or returned in time.

The growth of dealers is also the growth of manufacturers. No matter when, where and how to formulate policies of return policies, we must pay attention to methods, strategies, fairness, reality, companies, etc., both to achieve the goal and not to affect the dealer's mood, so that both sides can grow together under common interests, so that our sales performance will continue to grow.