How to change the fate of the hottest lubricant de

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How can lubricant dealers change the fate of being "torn down"

there must be more and more people working as terminals. Market maintenance must be more and more detailed. This means that the trend of lubricant dealers must be miniaturization and specialization

miniaturization: the agency area of dealers will become smaller and smaller. Dealers in developed cities in the Pearl River Delta and Yangtze River Delta have reached the township level. Only when the dealer area is small can they really cultivate and maintain the market

specialization: the manufacturer will open several channel dealers in a region: dealers specializing in catering, supermarkets, circulation and group buying...

what does this trend mean? It means that the area of lubricant dealers will be further reduced, even to a specific channel in a county or even a township

lubricant dealers have become a "ticket" for manufacturers to constantly make a detailed market.

just like a movie ticket, it is useful before entering the door. After entering the door, it is often "torn" - torn into small pieces and may be thrown away at last. For the same reason, manufacturers must rely on the strength of lubricant dealers to start new markets at low cost (enter the market with movie tickets). With the growth of products in the local market, manufacturers will gradually increase their local human investment and market control. They may also intensively distribute and add new dealers (tear a big ticket into small pieces), and may directly sell in some regions (throw away movie tickets)

how cruel! Cross the river and tear down the bridge

looking back on China's marketing history of more than 30 years, which manufacturer did not develop by breaking bridges through rivers? This is the rules of the market game and the inevitable outcome


with the development of market economy for more than 30 years, the manufacturer has shouted several slogans, and each new slogan makes the lubricant dealers "can't eat it and go away"

around 1992, the manufacturer shouted the first slogan: from large agent to intensive distribution. Since then, the general agents in North China and the general distributors in South China, who were once popular for a time, have been "head rolling and bloodstained". Now let alone the general agent, provincial dealers are rare

around 1995, some enterprises began to shout the slogan of terminal sales, the regional territory of dealers became smaller, and they had to go out to purchase goods for display. At present, most of the "businessmen" in the consumer goods industry who stay at home and wait for business to come to their homes have been "killed in battle"

in 1997, with the launch of the "channel intensive cultivation" plan of several foreign-funded consumer goods enterprises, the "pre-sale system" became more and more common. The manufacturer's business representatives personally visited the terminal to take orders and deliver goods to the dealers, and the dealers further "degenerated" into delivery drivers

after 2000, hypermarkets flourished. Manufacturers began to force dealers to use general taxpayer qualifications, pay fees and recruit shopping guides as supermarkets. Dealers just learned to do supermarkets after paying no math fees. International chains have proposed to cooperate directly with manufacturers, and more and more manufacturers have begun to directly operate hypermarkets

many manufacturers choose the dealer as the store service provider in the profit back mode: the dealer delivers goods to the supermarket (it is considered that the manufacturer "borrows" the dealer's goods to supply the supermarket), the supermarket pays the contract Party B (manufacturer), the dealer checks with the manufacturer at the end of the month based on the supermarket receipt, the manufacturer "returns" the goods to the dealer, and at the same time, gives several distribution service fees to the dealer according to the delivery amount

from "large agent" to "intensive distribution" to "pre-sale system" to "profit return", the hands of manufacturers are getting longer and longer. Dealers have been "more and more empty" -- in the past, the market was in the hands of dealers, but now the market has gradually been dominated by manufacturers. The manufacturer does not rely on the dealer for sales, but borrows its distribution capacity, storage capacity and financial pressure. The manufacturer said that it was to let the dealers complete the distribution work. In fact, "sales" was only the form, and "distribution" was the essence

in the past, the dealers were God. Big dealers even dared to go to the factory and smash the general manager's cup. They always put forward conditions: "if you don't give me a few points, I won't do it.". At present, the dealers are still God, but they are no longer exclusive dealers, so there are many gods. Even there are two gods in a county, and even there are gods all over the street. In the past, "God" was awesome, but now "God" is passive - you must obey, and obedience is God. If you don't obey, you will be "punished" if you don't get the manufacturer right, and you may be "on the road" in the end

in order to make a living, the manufacturer must divide the lubricant dealer area into small and small markets, which is a business law. The supermarket is trying to do business. It hopes to cooperate directly with the manufacturer and get more support. This is also a pressing situation. The game between manufacturers is an inevitable outcome, and everyone has to! Frogs need to live and snakes need to be full. Qinxianglian and Huanggu are both reasonable. Only chenshimei is not human! It's hard for the dealer to become a bridge to be demolished when crossing the river. No wonder some dealers complain that the brand is owned by the manufacturer and the market is the terminal. Our dealers are only "pimps". We are not afraid of the strife between dealers. What we fear most is that the manufacturer changes his mind and says that if we don't let us sell it, we will have no profit. "After picking flowers and turning them into honey, I don't know who to work hard for, and I'm in a precarious situation"

how do lubricant dealers face the fate of being "torn down by the river"?

choice one: be proactive and follow the trend to build their core competitiveness of intensive cultivation in small areas and a professional channel. Numerous facts and cases have proved that lubricant dealers will definitely benefit more from intensive cultivation in their own small areas than from extensive operation and management of the big market

option 2: structure determines function. The only reason why dealers can represent a larger area in the future is not that you have a large sales volume, but that you have enough teams and abilities to do a detailed job in the market. Therefore, take precautions to ensure the structure, add more people and vehicles to set up branch offices, and even strive to form a "joint marketing body" with manufacturers, so that they can cultivate more channels in a larger area. At the same time, we should tap the potential of internal management and strive for a better product portfolio to absorb the cost. Only in this way can we finally win more territory and living space for ourselves

option 3: open up new opportunities for forward development, such as self built terminal as a store, and back-end development, such as OEM or even becoming a manufacturer, or enter a new industry, or passively accept elimination

remember, your reward has nothing to do with your efforts, and is proportional to your irreplaceable. When you have irreplaceable value in a certain field, it has nothing to do with you. No. 4 otherwise, your old ticket will not be able to board the broken ship of the manufacturer

how should the manufacturer face the "old ticket" of the lubricant dealer?

the channel layout of the manufacturer should have a strategic intention and "plan the present according to the future, not the future according to the present"

for example, do not blindly sign exclusive general distribution agreements with key customers, so as not to create obstacles to the refinement of future channels; For example, in the supermarket contract, if Party B is the name of a dealer, once the procedures for changing customers are complicated and the cost is high, it is best to start the tripartite agreement of the store system as soon as possible (Party A's supermarket, Party B's manufacturer, and Party C's dealer - the dealer has become an authorized service provider, and the cost of changing customers in the future is not high); For example, it is necessary to set up a distributor under the distributor and incorporate the distributor into the manufacturer visit management system, so as to prepare for the transformation from distribution to distribution in the future; For example, expanding product lines and building new dealer channels through product divisions... In short, when the manufacturer cooperates sincerely with dealer friends today, it is necessary to plan "how my performance multiplication in the future can be reflected in channel refinement"

how does the salesman of the manufacturer treat the "old bridge" of lubricant dealers

the salesman manages the dealer and is ready to "tear up the ticket" at any time

don't get me wrong. The "ticket ripping" I'm talking about here is not the "ticket ripping" of the underworld, but refers to making preparations in advance to change the dealer in case of necessity

what is the specific action

first, as a salesman, we should be cautious in selecting lubricant dealers for new market development, and we should look for customers who can really help enterprises quickly expand the market (do not change dealers at any time)

No. 2: non operating personnel should stop the startup operation. In the later stage of market management, we must pay attention to going deep into the front line of the market, coaching dealers in terminal sales, and mastering the distribution network of dealers and local key customers

if the dealer dares to pat you on the table and say, "if you don't let me do it, I won't let you in from Hangzhou" - this shows that you really don't know anything about the dealer's shipping network

if you can say to the dealer, "don't jump. Believe it or not, I'll replace you and support one household within one month, which is bigger than your sales volume"—— This shows that the dealer's offline contacts are all in your hands, and you have a good customer relationship with his major customers

so how to get the offline contacts of dealers

from the operational level, there are the following conventional methods:

(1) implement the pre-sale system and control the terminal

note: the manufacturer has stationed sales personnel in the city where the dealer is located. The experimental machine industry has also made great progress and set up an office to help the dealer visit the supermarket stores of wholesale and retail customers and take orders for market maintenance. The commodity flow is completed by the manufacturer. The dealer is actually a logistics and financial flow

advantages: the terminal is completely in the hands of the manufacturer. Very proactive

disadvantages: the cost is high and the management is difficult. The local office director may be "fixed" by the dealer

(2) master the terminal contact list through promotional activities

note: there are two common methods:

one is to help lubricant dealers hold ordering meetings for local customers

second, "Wholesale bonus points" (for example, the company will issue 100 registration cards to the dealers and ask them to establish purchase records for each important customer in this quarter. Each customer's purchase is registered on the card. At the end of the quarter, the dealers are required to collect the cards and return them to the company. The company can know the sales volume of each customer through the records on the card, and then the company will provide resources to reward key customers and help the dealers motivate offline customers to improve their purchase enthusiasm)

special note: attention! Most of the figures on the so-called customer purchase record card collected at the end of the activity are fake. The dealers will certainly make false sales reports and withhold prizes in it, but the names and addresses of each customer are true. Although the purchase figures have moisture, which customer is relatively large and which customer is relatively small can still be reflected

advantages: low cost and rapid data establishment

disadvantages: the distortion rate is high, and the operation is mainly based on the dealer. The manufacturer only establishes data, without customer trust and customer sentiment

(3) the salesperson visits the customers, establishes the network information and preliminary customer information

note: the salesperson visits the offline customers with the car while visiting the dealers, pays special attention to the key customers, and establishes the files

advantages: this method is not only to establish data files, but also absolute first-hand information. Meet directly with customers, communicate one-on-one, and establish a preliminary customer relationship. It will be relatively easy to cut in in the future

disadvantages: this method is relatively

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