Teach you how to solve the core problems of real estate sales channels.

In this era of economic surplus, good wine is afraid of deep alleys, and marketing has become a topic of concern to every enterprise. The most important thing in marketing is the sales channel. The so-called "channel is king". What kind of channel planning is suitable for enterprises? What is the basis of channel planning? Why do different enterprises in the same industry have different sales channel plans? Do you want to open your own branch, or do you want to use the power of local general distribution? Is it an exclusive distribution or an exclusive agent in a small area? The above problems are all channel decisions of enterprises, and three core issues should be grasped when making decisions: the pursuit of dealers is inconsistent with the pursuit of enterprises, what kind of dealers are needed in different periods of enterprise development, that is, who will do the channels; What the market does is what the channel does; Channel construction is an important investment of enterprises, that is, the channel cost. 1. Who will be the channel? With the gradual strengthening of the bargaining power of retail terminals, the brand status of manufacturers has gradually improved, consumers have gradually become rational, and the position of dealers in the local market has become more and more subtle. Many dealers clearly know that it will be very difficult for them to survive in the future market gap as distributors of intermediate channels. So every dealer is faced with the problem of how to make money at present and how to develop in the future. We use a demand matrix to explain the different mentality and business philosophy of different dealers: high A B C D, low short-term development, high A quadrant dealers: pay attention to long-term development and ignore short-term interests. For enterprises, it is best to choose dealers in quadrant A as customers. If the enterprise has a good development prospect, customers will pursue common development with the enterprise and long-term interests. As long as the short-term interests are properly met, the price paid by enterprises will not be great. However, it is precisely because such customers pursue long-term development that they pay more attention to learning. Enterprises should be able to bring fresh knowledge and experience to customers and really help them grow. Otherwise, customers will feel that the cooperation with enterprises has not improved and will probably "eliminate" enterprises. Dealers in Quadrant B: Focus on long-term development and short-term benefits. Such a dealer should give consideration to both long-term interests and short-term interests, and can be said to be a perfectionist. Often put forward some unrealistic requirements for the last home, cooperate with such dealers, guide each other to see the long-term benefits of cooperation with enterprises, and transform the pursuit of short-term benefits to other enterprises. Dealers in quadrant c: ignoring long-term development and short-term interests. Such dealers are people who have no pursuit and take business as a joke. One of our clients is like this. Seeing that she had nothing to do, her husband invested more than 400,000 yuan to open a wholesale mobile phone stall in the communication market. Other stalls go to work at 9: 00, hers at 9: 30, and other stalls deliver goods to retail stores. Her booth allows retail stores to pick up goods, and she is not in a hurry to make money. Therefore, such dealers may cooperate well for a period of time because of passion, but in the long run, they can only give up. D-quadrant dealers: ignore long-term development and pay attention to short-term interests. Such customers now account for the majority, as long as they have money to earn now, regardless of long-term development. Buy goods wherever they are cheap, ignoring the so-called "goods smuggling management" and other regulations of manufacturers. They mainly talk to their families about prices, rebates and policies, rather than how to expand this market. If you say, "Let's jointly promote sales." He will say to you, "It is better to knock the cost into the price box and lower the price." Reluctantly carried out the activity, it is likely that the activity award will be deducted. Therefore, such customers only have the value of short-term cooperation. If short-term incentives are in place, such customers can create sales miracles. Enterprises should constantly change the concept of such dealers in the future cooperation process to make them conform to the development trend of enterprises. Enterprises should also pay attention to the development stage of enterprises when choosing suitable distributors. Enterprises at different stages of development have different criteria for choosing distributors. This is the so-called "fighting Jiangshan is a group of people, sitting Jiangshan is another group of people." In the incubation period and high-speed growth period of enterprises, enterprises rely on finding a market vacancy or owning a new product. At this time, enterprises need to quickly occupy the market and accumulate capital. Therefore, the dealers chosen at this time are often D-quadrant dealers, and the sales policy adopted by enterprises is to "be a big family" that many marketers disdain now. The enterprise gave a lot of kickbacks and reduced the price. Let these dealers who pursue short-term interests open the way in the market and fight for it. In the mature period of the enterprise, the market positioning of the enterprise has been determined, and the product has become a best-selling product. The sale of products mainly depends on the name of consumers, not mainly on the thrust of the market. Corporate profits have decreased, and it is impossible to give high rebates or low prices. At this time, enterprises should standardize the market and choose dealers in quadrant A. In this way, enterprises should strengthen their core advantages, export management and culture to customers, and lead customers to develop for a long time. Based on the above four kinds of mentality of dealers and the different development stages of enterprises, we know that enterprises should choose dealers with different business ideas at different development stages of enterprises. Because only when the thinking mode of enterprises and distributors is consistent, communication will be smooth, thus reducing the transaction cost in the process of mutual cooperation, and distributors and enterprises will be a win-win situation. Secondly, we should choose dealers with certain financial strength. China is a society where "enterprise credit" and "personal credit" have not been established. Enterprises can only rely on their own strength to evaluate the credit of dealers. However, dealers are distributed all over the country, so it is impossible for the credit manager of the company headquarters to accurately evaluate each dealer. There is another problem in entrusting local sales representatives to evaluate the credit of dealers. Who will evaluate the credit of the sales representative? Who can guarantee the impartiality of the sales representative? Therefore, enterprises should choose dealers who are reputable in the local business community and have financial strength. Otherwise, there will be distrust in the normal process of cooperation. Enterprises may pay 50% attention to customers' credit status and only 50% energy to business, which damages normal business relations. Instead of choosing a dealer with weak financial strength and taking the risk of bad debts, it is better to choose a dealer with strong strength and focus on business. The third dealer should have a relatively sound management system. Generally speaking, the management system of dealers is not perfect. Most of them are family businesses. My uncle does the purchasing, my brother does the sales, and my wife takes care of the accounts. It is impossible to establish a management system according to the modern enterprise system, and it is not necessary to be a small enterprise. Nevertheless, this management system must be unified with clear responsibilities and rights. Otherwise, the dealer's operation efficiency is low and he loses the meaning of his existence. 2. How to make channels: In fact, there are often two ways for enterprises to explore the market. One is to do the market backwards, and enterprises go to a place to develop the market. Because of the low popularity in the local area, large dealers are unwilling to sell, and small households do not have the ability and confidence to make a market. Therefore, enterprises directly have business relations with retail terminals, directly face retail stores to do promotional activities, attract consumers to buy products in retail stores, win the loyalty of retail stores, timely carry out investment promotion activities in the local area, evaluate dealers, and give back retail stores to dealers. Another way is to choose the right dealer directly in the local area. Enterprises help local dealers to visit retail stores, help dealers and retail stores to do promotional activities and explore local markets. Which of the above two methods is better? This is the decision-making problem of enterprise managers. The key is to look at the strength of the enterprise. The different methods of sales channels are the balance of enterprise strength and market opportunities. Enterprises should know what their core strengths are. The first method is suitable for small enterprises, because for small enterprises, the investment is small and the risk is small. The second method is suitable for large enterprises, because large enterprises can find suitable dealers from the beginning, help dealers to make a market, form a strong alliance, have a great chance of success, and the cost invested by enterprises is relatively small. 3. What is the channel cost? Channel construction is an investment of enterprises. As an investment, we should consider the investment return and investment cost. It is best to exchange the minimum investment for the maximum sales. There are both fixed costs and variable costs. Fixed costs are costs that do not change with sales, including rent, basic salary, office expenses, etc. Variable costs are costs that vary with sales volume, including advertising fees, commissions and transportation fees. Reasonable channel planning is the lowest cost under the same sales volume. If an enterprise directly establishes a local branch, it will have a relatively large upfront fixed cost, but the variable cost of the enterprise can be invested in local retail stores and local consumers. Therefore, in the long run, enterprises can control the local market by setting up branches in the local area, and their future sales will be large. If you use a dealer enterprise, you can reduce the investment in fixed costs, and the variable costs invested by the enterprise will become larger, and the variable costs will be invested in retail stores and consumers through dealers. Dealers will consider their own interests first, and then the interests of retail stores. This is the so-called "fat water does not flow outside the field." So in the short term, the investment of enterprises is small, but in the long term, it may affect the sales volume and brand building of enterprises. See the following table for details: the general agent branch of the project has a small investment at present, a large sales volume at present and uncertain future sales volume. If the investment of the enterprise is taken as the horizontal axis and the sales volume as the vertical axis, two sales lines are made: using branches and using distributors. The sales volume at the intersection of the two lines is p, assuming that the branch company is the market and the fixed cost of the branch company is T 1. When the branch company is the market, the variable cost of the branch company is X 1. When using distributors for marketing, the fixed cost of investing in branches is T2. When using distributors for marketing, the variable cost of investing in branches is X2. At point P, the investment of the enterprise is the same as that of the distributor. The formula is as follows: T 1+P*X 1=T2+P*X2. P=(T2-T 1)/(X 1-X2) Enterprises should make a good sales forecast when choosing to use branches or distributors. If the sales volume is expected to be greater than P in any aspect, it means that the sales cost is lower and it is more reasonable to be a branch. If the estimated sales volume is less than P, it means that the cost of dealer marketing is relatively low, and it is more reasonable to find an agent locally. This model can be used not only to consider whether to set up a branch or choose a general agent, but also to consider whether to choose a general agent or multiple agents. In a word, channel decision-making is one of the most important decisions of enterprises. Enterprises should recognize their own development stages and the business philosophy of different customers, and choose partners suitable for different development stages of enterprises. Partners will be eliminated if they don't grow up, or they will be eliminated by customers if they don't grow up. It is also necessary to determine the specific method of opening up the market, whether to follow the market or do the market backwards. These methods depend on the sales representative's grasp of the market. When planning channels, we should not only use cost estimation tools to consider the cost of sales channels, but also look at channels from a strategic perspective and consider competitors' channel strategies. It is best to lower the sales center of gravity before competitors and narrow the physical distance and psychological distance with dealers. Sometimes it is necessary to temporarily bear higher cost pressure, set up branches and train personnel to lay the foundation for future development. Considering these three core issues, combined with systematic channel planning methods, enterprises will not make any mistakes in channel decision-making, and the risk of channel investment will be minimized.