Develop stable customer channels and establish long-term and stable cooperative relations with customers.
Today, RK is still like a very young child. Around it, there are many enterprises that have worked hard in the industry for more than ten years. For example, RR in the United States, whose chassis brand is well-known in the industry, has agents all over the world, and its monthly purchase volume is above 50~60W, and its external sales performance is above 100W. GOBAL TRUSS, with a production capacity of 30 containers, exceeds $ 80W a month, sometimes 100 ~ 120 w, which is just its purchase amount. If the external sales performance is included, the monthly average is above 100W. There are only a handful of companies like the above, and more than a dozen can be vividly seen. Moreover, the annual sales of our new grandstand departments and industry leaders are above 654.38 billion yuan, equivalent to nearly 20 million US dollars, with an average monthly turnover of several million US dollars.
Summarizing the successful experiences of these large enterprises, we find that they all develop the market by developing agency channels, maintain a relatively stable sales network and performance, and at the same time strive for victory steadily, step by step, the sales network is getting bigger and bigger, the brands are getting louder and louder, and the product lines are getting more and more perfect, so they have all developed into giants in the industry.
Then if RK wants to expand the market and weave a broader sales network, it must also develop stable sales channels.
Agency is the earliest way for us to develop stable sales channels. So what kind of development bottleneck has RK's agency road experienced in two years?
condition
The development of intermediary institutions is slow.
The existing agents of the Stage Department: Australian Harmony Stage, Singapore's Active Audio Visual, and France's Sinotec. Among them, although Sinotec of France signed the agency contract and paid the agency deposit, it failed to fulfill his promise of ordering 2.5W USD per month. Orders were not placed until 1 1.4W after March this year, and the order amount was only 1.4W. ..
From the second half of 20 1 1, the business department began to seek the development path of national generation, first-class agent and second-class agent. After half a year, we got little. We talked about several potential agents for some time, some evaded our agency problem, directly said that he could not meet our performance requirements, and some were very disgusted with our agency plan. They just want to buy things from us. The process of talking about agency is slow. So what problems have we encountered?
Typical problems encountered in agent development
We tried to develop agents among the customers of the first existing store, but we encountered several typical problems. Please look at the following example:
1. Australia's Select concept, the sample list of a smart stage is a cabinet. At that time, it seemed that he might become our agent. In the subsequent negotiations, he always avoided all the agents' questions and didn't answer them. Half a year later, he suddenly bubbled when he placed the next cabinet. Judging from the time interval between his two orders, Brad's strength is not enough to meet our performance requirements for agents, or his company's flagship product is not a smart stage at all. (Later, I spied their company and proved that their main product was a four-legged stage produced by themselves, and the smart stage was just a stage they sold themselves. ) He only has occasional orders and is not interested in agency.
This kind of customer has neither the strength nor the interest to be an agent. If we can't develop him as an agent, should we give up developing long-term and stable cooperative relations with him?
2. Seth in the United States neither agrees to be our national representative nor agrees that he is only a state representative. He believes that if he is only a representative of one state, then we still have to look for state representatives in other States. If he sells this product in other states, he will rob his customers. But at the same time, he doesn't want to be a national representative. Our quota was reduced to 6W, but he didn't want to do it. He said that he would only buy a stage from us and would not act as an agent, because this product will soon be saturated in the American market. Once saturated, he will make other stage products and switch to other suppliers, but he will never be our agent, let alone the RK brand.
This kind of customers are very resistant to being an agent, and even more resistant to being an agent of RK brand. For such a big customer, isn't there any other way of cooperation to discuss besides talking about agency with him?
George from America has cooperated with us for more than a year, and has put two containers of goods. He belongs to a customer of our No.1 and No.2 stores and has certain sales channels. This customer has worked in this industry for 10 years and is very professional. Trusses imported from China have a very long history. In the past, he mainly bought socket trusses, but he never found a good quality manufacturer. In the United States, many rigging projects are made of Thomas trusses. He wants to find a manufacturer who can be Thomas Trass in China, and he is even willing to pay a high price to buy Thomas Trass samples in the United States for us to copy. Because of George, the company began to consider making sico dance floor, Thomas Trass, pipe &; Folding, if this product can convince George to become our truss and pipeline &; The agent of the fold must have a good prospect. The problem is that even if we reduce truss's monthly order to 3K, he may not be able to do it, because his own products are miscellaneous and his energy spent on truss or the dance floor is limited.
This kind of customer does not have the strength to be our agent for a single product. How can we talk about long-term cooperation with him?
Other similar situations keep repeating themselves, and the single agency model restricts us from developing more stable customers. So the company began to adjust its strategy and we began to explore other ways of cooperation, and other ways of cooperation came into being.
Strategic shift:
Other cooperation methods and cases
Based on our understanding of the actual situation of customers, we propose the following feasible ways of cooperation:
1. Develop VIP customers, sign VIP customer agreements with customers, and put forward sales quota requirements for customers while encouraging; VIP customers can be divided into diamond VIP customers, gold VIP customers and silver VIP customers according to the order volume and company strength. For example, Seth in the United States, we are trying to develop it into a gold medal or diamond VIP customer.
2. Help customers OEM some products and sign OEM agreements with customers. We can slightly modify these products, apply for patents, mark rk marks and authorize customers to sell them. At the same time, we have a quota requirement for customers, so as to promote our RK brand with the help of customers. For example, George of America, we are talking about OEM cooperation with him.
3. Agents can develop various forms of agents without being limited to one product. At the same time, the performance requirements for agents are not how much a single product can achieve, but how much it can achieve. For example, Select Concept in Australia, we can develop it into a silver VIP customer or a state representative of various products.
4. Those who are willing to promote RK brand, but have no strength to act as agents and fail to meet our VIP customer standards, can develop into our distributors, give certain price concessions and have a small amount of sales quota requirements. For example, Charlotte Stage Leasing in the United States is willing to become our RK truss distributor, and has already posted our Logo and product catalogue on the website and started to promote the website. He offered to be our distributor himself, and now he is following up this cooperative relationship.
Some customers are satisfied with our products, but they don't have the strength to act as agents. They just buy things from us, but they can introduce some friends and colleagues to buy our products. Such a customer can let him be an intermediary and sign an intermediary contract with our company. For example, darry in Australia is Fremantle's audio company, but he will introduce friends and colleagues to buy our stage and speak highly of our company. He is also willing to work with clients in fremantle, and is now discussing the possibility of being an intermediary with him.
There are many such examples, so I won't list them here.
Summary:
RK has diversified channels to develop and stabilize customers, and the ways of cooperation with customers should also be diversified. I believe that RK will develop countless channel customers in the future, and more ways of cooperation can be expected. RK will usher in a brilliant development spring!