How to "take down" customers who are difficult to cooperate with
Xiao Wang is the regional manager of a food company. He has just been transferred to the A area. When he first arrived in the area, Xiao Wang was full of ambitions, and he thought that he must do something to fulfill his expectations. Every day, Xiao Wang went to the market to engage in promotional activities, doing exhibitions, and being busy every day. However, after a few days of market visits, Xiao Wang also discovered many problems in the market. The company’s promotional resources were intercepted by dealers. The distribution rate is not high, the dealers mainly push the company's mature products, and the new products are only perfunctory, and the purchase volume is very small.
Xiao Wang listed all the problems in the market in the work notes, went to the dealer Huang Bo communicated with the near-visiting market problems; it can be seen that Huang Bo, he complained to Xiao Wang, what company The resources are too small, the products are not easy to sell, the product gross margin is too low, etc., for these Xiao Wang will see the situation in the market one by one, Huang Bo listened to the market to make corrections to the unreasonable place; In a few months, I did not see that Huang Bo has concrete and substantial progress. On the contrary, the contradiction with Xiao Wang has become deeper and deeper. Before Xiao Wang didn't go to this market, he had already heard that the dealer was a nail house, and the total sales volume was very large. Because of this dealer's reason, Xiao Wang was repeatedly criticized by the company's leaders for his poor execution, but Xiao Wang. It’s also hard to say, and to say too much is an excuse. In the absence of a solution, Xiao Wang consulted me.
Yes, the dealers are big, the manufacturers can't manage them, but if this continues, the company is also a dead end. If the dealers are replaced and the regional sales decline, then we should not replace the dealers? How to replace it?
First, a comprehensive evaluation of the dealer
The dealer should not replace it in the end. It cannot be done by the regional manager. First of all, it is necessary to conduct a comprehensive evaluation of the dealer. It is not to say how many dealers there are, how many vehicles there are, and how many outlets are good. Dealers, dealers have a lot of brands in their hands, and he pays attention to your brand? Whether to promote your products, especially in terms of market operation, can you agree with the manufacturer's business philosophy and market operation ideas? When it is still in the heart of these aspects and manufacturers, then for the previous dealers to cut off promotional resources, etc. It can only explain that the process management of the manufacturer is not in place, or there are loopholes for the dealer to drill. The manufacturer can only strengthen management and reduce the occurrence of loopholes. Imagine that if you have money to make a profit to the dealer, the dealer will be kind and soft, management. The problem is not solved by changing the dealer. Then, for individual dealers, they only care about their own interests, regardless of the life and death of the manufacturers, and do not feel comfortable doing the market. They do not agree with the manufacturer’s business philosophy. No matter how big the dealers are and how healthy the outlets are, it can only weaken them. The influence of the company's products in the region will even be replaced. Your kindness to him is cruel to yourself.
Second, several ways to deal with difficult dealers
As for the situation encountered by Xiao Wang at the beginning of the article, the dealer only manages the mature products of the company, and the new products launched by the company are only perfunctory. If this is going on for a long time, the mature products will end up because the price transparency is too high, the dealers are not. With the profit and abandoning the operation of the product, the dealer is reluctant to take time and energy on the new product, cultivate new products, and make it a best seller in the market, thus becoming a profit growth point for the dealer. Dealers like this can say a lot in real work, so how do we deal with such dealers? First, we must analyze the dealers in particular, and feel that the dealers can reach a certain level with the company in the market operation. The tacit understanding, through coordination and communication, let the dealers understand that as a company to launch new products, it takes time, energy and a lot of resources to invest in the product. The company does not do this in order to make the new products sell well in the market. Is it a source of profit? Selling mature products alone, profits are getting thinner and thinner. When it comes later, everyone will have no profit. Second, when the market is unable to open, the loss is still large, and manufacturers are saying that we are launching new products. It is based on a rigorous pre-market survey. The market prospects of this product are very good, the market has great potential, etc. Let the dealers understand that letting go of cooperation with the company, the market is good, depending on whether you are willing to follow us. Done. Of course, communication is not effective, we can only deal with the soldiers first, so we can't blame us for not talking about feelings, we must not watch the market drain. Considering that the dealer also has a large influence in the region, and contributes to the marketing of the M company's products in the early stage, at least the mature products of the company are still inseparable from him, and it is still recognized by the company in management and other aspects. In this case, we can consider weakening the company's excessive dependence on the dealer in the region. Generally, we can distribute the distribution area (or channel) by 1. distribution.
1. Distribution of sub-items: that is, according to the different products of the company, each item finds a dealer agent. In this way, the old products and new dealers will not conflict with each other in product prices and channels. Doing various markets. Effectively avoiding a big situation, not because you have a big dealer, you can't manage it. For example, most of the current liquor companies are separated by item (or alcohol). Development dealer.
2. Defining the distribution area (or terminal): The company's products are not separated, and the specific conditions of the market in the joint area are divided into distribution areas (or terminals). The general enterprises divide the dealers' respective business scope according to channels. The weak and disobedient dealers' influence on the company in the local area makes him feel that the company may not have to rely on you to develop this market. Our products are always available for distribution, and we can also replace you at any time. The dealers are also aware of this and converge on their own behavior. The disadvantage is that they often hear complaints from distributors about product price and resource allocation. Companies such as Le Shi Food and Defu use this distribution model.
Third, re-develop new dealers to replace the original disobedient dealers
For those dealers who do not agree with the company's market operation philosophy, or even the opposite, they are resolutely given replacement, we can only re-select new dealers to replace the original dealers, no matter how strong the old dealers have. The number must be completely solved, otherwise the market will be out of control in the near future, and even completely eliminated by the market. At this time, we want to do it again, no matter how much manpower, material resources and financial resources are lost.
When re-selecting a new dealer, you must learn from the previous lessons. It is not that the bigger the dealer, the better. Many business people like to find a lot of big-name dealers. It turns out that things are not as beautiful as you think. (How to invest in the previous article has been described). Merchants must recruit dealers who can keep up with market changes, have market operations ideas, and be able to identify with the company's market operating philosophy. The dealer can infuse him with the advanced market operation ideas of the company and support him to grow.
Fourth, replace the dealer should pay attention to the details
When you decide to change the dealer, you can't decide what to do with your head. There are a lot of details to pay attention to here.
1. Find out the number of downstream customers and the number of customer-operated items: This requires the resident business personnel to pay attention to the customer's visit record card in detail, and the customer's visit record card is carefully completed; the customer's detailed address , telephone, responsible person, business items and monthly sales records are all recorded in detail. Kung Fu relies on the usual, as long as you clearly know the dealer's downstream customer information, in the usual visit to establish a customer, when you go to replace the distribution you will find that changing the dealer is actually not difficult.
2, find out the situation of the dealer's arrears: before preparing to replace the dealer, first go to the financial to find out whether the dealer has arrears, first solve the problem of payment and then consider replacing the dealer, otherwise it will bring you unnecessary Loss.
3, thoroughly check the dealer's inventory: This is very important, do not think that the dealer can do it without the accounts receivable; if the original dealer has inventory, then he will sell the product at a low price, give New dealers and markets are causing chaos. We can use the "product production date is not good" to transfer to other areas for sale; "replace the outer packaging" and so on to return the product to the manufacturer.
4. How to solve the follow-up problems such as goods left in the market and terminal payment: If there is inventory in the market for a long time, we must first coordinate with the new dealers for follow-up service problems. If the return is returned there? Who is responsible for the difference in the original product, and what is the ratio.
5, ready for the relevant changes: the change dealer must first be famous, tell all customers who have sold the company's products, who is the new dealer now, follow their purchase, return who to find, can not just know the dealer to complete . I saw that a product was replaced by a dealer, and the retailer went to the original dealer to ask for a return and then put in some goods. I don't say that everyone can know what the dealer said and what he did.
Changing the distribution is not a big deal in regional sales, but it can't be considered a trivial matter. There are a lot of details to be aware of here. Pay special attention to the rhythm of this change in order to avoid excessive excitement and cause unnecessary troubles.
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