How To Build Private Brand In The Process Of Dealer Brand Development

Not all dealers have the ability to develop their own brands. Why?

Developing private brand is easy to succeed, but some dealers have thrown themselves into a quagmire.

What kind of dealers have the ability to develop their own brands? Basically, they have to satisfy the following three elements: first, they have a good relationship with the upstream manufacturers; two, there are strong channel networks with strong distribution functions; three, they have the ability to operate independently.

If you do not have these basic elements at the moment, you'd better not follow the trend and put yourself in a passive position.

For dealers, there are two successful experiences in developing their own brands:

First, in the short term planning, it is mainly based on the agency brand, and the development of the brand is complementary. The basic ratio is 5:1. In the long term planning, dealers will gradually increase the proportion of the development brand, and the basic proportion will expand to 5:4.

Of course, this is aimed at those dealers who originally started by proxy brand, not including dealers such as Qiaoxi and Sega.

Two, the way that most dealers develop brands is, first of all, regionally.

Developing into a p regional agent and doing its own brand, practice has proved that this way is easier to succeed.

Those dealers with commercial brands, relying on the leader position in the region, integrate the brand resources, social resources and market resources, gradually create a wine operation platform. With the core role of the platform, distributors have the capital and conditions to extend to the outside world, and have the conditions and abilities to create their own brands successfully, so as to ensure the success of their own brands.

Finally, if a dealer wants to build a business brand, he should pay attention to the following two points: first, identify the logo that represents his own enterprise and identify the company logo uniquely and easily; secondly, he will gain popularity, reputation and loyalty in his own business field.

To achieve this later, we need to improve our ability in two aspects: first, the ability to serve.

We must deepen the system's service capability, which includes the comprehensive service for customers, partners and the internal system service capabilities; second, system management capability.

To achieve

Without scale of operation, it is impossible to form the scale of operation. The enterprises must have the ability of systematic management, otherwise it is easy to form internal friction, but enterprises will stagnate and heavy will soon go to the road of destruction.