What do you need to be a dealer?

In fact, as a manufacturer, if you want to know how to help dealers, you must first know what dealers want. Only by grasping the internal needs of dealers and writing articles around the needs can manufacturers truly unite and keep pace and achieve a win-win situation. In fact, dealers at different stages of development have different internal needs. In other words, dealers at different stages of development have different requirements and expectations for manufacturers. It's like walking alone in the desert. What he needs at this time is life-saving water, but you give him steamed bread. Obviously, this is inappropriate. As a brilliant factory employee, they will certainly be able to gain insight into the needs of dealers, what mountains to go to, what songs to sing, and suit the remedy to the case, and truly work with dealers to complete a brilliant cooperation process. Dealers can be divided into initial stage, rapid development stage and mature stage according to their development stages. According to different stages of development, manufacturers should give them different contents of help and support. Early stage: flowers are similar year after year, and people are different year after year. In the field of distribution, some new dealers emerge every year, but some old dealers gradually disappear. This is the law of competition and no one can avoid it. However, if a manufacturer, especially a small and medium-sized enterprise, faces a new dealer in its infancy, what should it do? This still needs to start from discussing the actual or potential needs of dealers. In the initial stage, dealers may lack or lack funds at first. Undoubtedly, at this time, if the manufacturer can provide some credit through the mortgage of real estate, vehicles and other movable or immovable property, it will be the best ending. The final result of this is the gratitude of the dealers, who will make greater efforts to make the products stronger and bigger. Secondly, dealers often lack experience in the initial stage. So he also needs manufacturers to provide a package of market support, especially the personal help of personnel. Of course, it also includes the regular training and promotion of dealers and their personnel by manufacturers, for example, the training of business philosophy, marketing philosophy, market operation skills and management training. Through the guidance of manufacturers, we will carry forward the mentoring spirit of factory personnel, so that dealers can quickly master the necessary skills to operate the market and mature themselves one day earlier. Third, dealers need the encouragement of manufacturers. Dealers in the initial stage often enter the market for the first time, and their psychology is relatively fragile. They need constant encouragement from manufacturers, so that dealers can always maintain high morale and full passion. This kind of encouragement includes manufacturers' affirmation of its market operation, timely praise for its slight progress, material (such as rebate) and spiritual (providing training opportunities and tourism) rewards for its hard work, and goodwill reminders for its deviation from the direction and objectives of the enterprise. Finally, as a manufacturer, dealers should boldly decentralize, dare to let them operate, encourage them to operate the market innovatively, and allow them to make mistakes outside the principle (jumping goods and selling at low prices belong to the principle), because they are in the initial stage, they are often more creative in market operation, and it is easier to summarize and refine new operating modes. For example, when training new dealers, manufacturers not only help them coordinate vehicle distribution, speed up capital turnover and avoid capital shortage, but also send capable and experienced sales personnel for personal guidance. According to the change of sales season, it is concluded that three orders will be held in different time periods of a year, and the marketing strategy model of "two differences and two highs" is summarized, that is, the development stage of "product differentiation, high price, high promotion and promotion differentiation": it should be said that most dealers are in the development stage. At present, dealers are developing rapidly, but there are also the most problems. Therefore, as a manufacturer, in the process of selling products by dealers, in order to keep the products in shape, it is necessary for manufacturers to constantly guide and educate and constantly correct their mistakes, so as to meet their own needs for manufacturers and achieve the same goals of both manufacturers. First of all, due to the rapid expansion of business and personnel, what dealers in the development stage need most at this time is to truly realize corporate operation and coordinate marketing promotion with internal management promotion. From this point of view, as factory personnel, we should assist dealers to "establish rules and regulations" and establish and improve relevant management systems, such as personnel recruitment system, personnel management system, operating procedures and standards, customer management, inventory management, logistics management and market management. Only by following the "law" can dealers step into a standardized, institutionalized and streamlined management track. Secondly, since it is a stage of rapid development, it is necessary to develop a large number of blank markets and outlets, and manufacturers need to send personnel. Planning the development of blank markets and outlets requires assisting dealers to develop downstream customers, especially key customers. This is not only to help dealers, but also to better control the downstream channels and then control the whole market. Therefore, it is particularly important for dealers in the development stage to help them develop the market and continuously improve the market coverage and share. Thirdly, dealers in the rapid development stage need marketing support, including not only marketing policies, promotion support, personnel support, tally support at all levels, but also coach support, that is, through coach mode, help dealers build a sales team that can fight hard, hard and fierce battles, including downstream customer teams, which requires training through meetings rather than coach training. Finally, as a manufacturer, it is necessary to give the dealer consultation and consultative selling at this stage, to play the role of economic consultant and business consultant of the dealer, to judge the future products and market trends in time according to market information, to guide the dealer to make timely transformation or adjustment, to provide strategic guidance and help for the management and operation of the dealer, and to establish a new development model of integrated manufacturers. For example, the sales manager of a manufacturer, in view of the current situation that his customers have been selling low-end products, gives him suggestions to adjust the product structure, focus on promoting leading high-end products promoted by enterprises, and keep pace with the company by analyzing the trend of personalization and high-end in the future home appliance industry. Then, the sales manager began to train dealers and their personnel in high-end product promotion skills, and taught them the methods and skills to sell high-priced products. At the same time, in the sales process, we also accept the sales consultation of dealers and their personnel anytime and anywhere, and answer their various questions in the promotion process on the spot. With the help of the sales manager of the factory, the distributor quickly adjusted the product structure and greatly improved the profit level. Mature stage: mature dealers are the goal of many manufacturers. They have strong strength and perfect network. As a manufacturer, with the help of its strong operational strength, it is often possible to spread the products quickly, and achieve the effect of getting twice the result with half the effort. However, just as everything has two sides, the advantages of dealers in the mature stage are obvious, but the difficulty of helping manufacturers is also obvious. At this stage, as a manufacturer, we must do what we should and can do, make up for the shortcomings, and carry out three-dimensional assistance. First of all, under the premise of not violating the overall interests of dealers and manufacturers, we should provide them with the largest market growth space, such as regional or cross-regional exclusive agency for new products and give them a larger market sales scope. By giving them a certain power of "staking a horse", while fully ensuring their profits, they can also make the market stronger and bigger and keep it within a certain product range, channel range and geographical range. Of course, within the controllable range, OEM mode can also be implemented. Secondly, as a manufacturer, we should also carry out in-depth joint marketing and in-depth distribution to dealers, help dealers intensively cultivate the market and penetrate the market, channels and consumers with high density, for example, help dealers develop new markets, eliminate blank outlets, reduce or eliminate zero-delivery customers, and conduct one-on-one in-depth communication with customers at channel terminals, so as to refine and refine the market, continuously expand market sales share, and improve the visibility and reputation of products and brands. Thirdly, dealers in mature stage, because the market is more mature and the income is more stable, therefore, dealers at this time hope that manufacturers can be good referees and market order defenders. What they are most worried about and afraid of is that the market order will be chaotic because of the poor management of manufacturers, which will ruin their hard work for many years, and because of the prevalence of commodity smuggling, hoarding or low-price dumping, they will not be able to earn the money they should. Therefore, at this stage, if manufacturers can grasp market management with iron wrists, then as distributors, they are grateful and convinced by manufacturers. Finally, mature dealers also hope that manufacturers have a stable policy and a relatively stable support in terms of products sold, price maintenance and assistance. Instead of constantly changing, dealers are puzzled. For example, in Gree Electric, Hubei Province, when the market is relatively mature, market management is difficult, and dealers violate the rules frequently, manufacturers come forward, and manufacturers * * * jointly set up a joint marketing body, that is, set up a Gree Electric sales company, unify product deployment, unify prices, standardize channel models, and create a real integration of manufacturers. After the operation, the interests of manufacturers have been guaranteed, and the market has developed healthily and rapidly, becoming the industry standard. In short, no matter what manufacturers do, they must take root in the market and fit the dealers, instead of "blind people riding blind horses and coming to the deep pool in the middle of the night." As a manufacturer, only according to the development stage of dealers, explore their internal needs and rationally allocate resources can we truly cooperate with dealers and be invincible in the competition with competitors.