At the beginning of the creation of enterprises, manpower less often is the CEO of a people-led, hands-on assumed; when enterprises gradually grow, manpower, the Veterans Administration amplitude increases, combined with the lack of formal daily transaction-management processes, Mister the heart spare capacity, the entire organization in clumsy not valid management difficulties. This is common for the "small enterprise growth crisis".
No strategic planning, where their development are not clear, and always feel that firm size is not large enough, it is not necessary to reform. So I was in the "enterprise growth crisis", market competitiveness gradually lost, eventually becoming the victim of market competition.
From sales to heavy development
In the dealer's business practice, there is a very common phenomenon: always use the "maximize sales" as the day-to-day operations of the guidelines, the roots, is a manufacturer of "sales indicators" misleading, manufacturers trying to stimulate the expansion of the sales, so dealers dealer subconscious will expand sales "," as a business strategy and mission, at all costs on development of the market for predatory, they are considered tactical rather than strategic.
The sales-oriented management approach enables dealers in portfolio to popularity high, price-sensitive brand products to attract traffic, driving profit space larger non-branded product sales, this is currently most dealer's business model. In order to attract more customers, dealer can't help but pick up brand product price wars, resulting in accelerated the demise of brand products. Some dealers think, as long as the "practical" interest earned of the hand, even if the brand is dead, you can also separately provide agent service for other brands, then a quick kill, this approach resulted directly from the dealer is always constantly adjust product portfolio. But research has shown that the development of a new customer costs usually maintain an old customers 5 ~ 8 times, adjust means debilitating, so over and over again, of course, could not make a profit, and no question of development?
Sales indicators "trivial", distributors would "sales" (or manufacturers short-term rebate) replaces the "development", putting the cart before the horse, strategic dislocation the dealer to become a frog in the well, also for a long time the dealer could not find the way out of the top reasons for change.
As a reseller, to clear direction for the development of enterprises, the development of enterprise development steps. It must be clear that sales is an integral part of enterprise development, and not all. To put the focus from simply to increase sales to the business development of the overall layout, all enterprise development-centric rather than sales-oriented.
From business to do business
Market situation, the changing, risks and opportunities coexist. To grasp the opportunities, challenges, risks, and the dealers are often risk aversion, despite the opportunity to have a thousand is inadvertently lost. Three reasons:
First, dealers are mostly smaller, financial strength, the ability to take risks. In the face of change, often have to burn, can only successfully cannot fail because failure means that perished.
Second, the reseller because of their management level restrictions, for future risk prediction and prevention of lack of effective measures and methods, often on the "greener pastures" risk projects. In business, most dealers holding "muddle through" in the conservative attitude.
Third, from channel as a whole, the manufacturers hope that the dealer to become their own professional managers, a manufacturer of policy implementation tools, do not want the dealer has the idea of jumping too.
Furthermore, many traditional distributors engaged in proxy management has more than ten years, amassing a wealth of practical experience, but many dealers have experience when knowledge, when policy. We know that experience, often in the specific context of successful method is by no means universal truth WINS, in the new environment of past experience as methods and technology, as the ends. And distributors often reluctant to accept this reality.
From the organizational life cycle perspective, dealer itself mostly still in the start-up phase, called the dealer has the entrepreneur entrepreneurship, need to remain innovative and flexibility you need at every crucial moment to make intelligent, bold decision, pioneers, pre-emptive, seize opportunities, this requires the "pants" extraordinary "bile '".
From spread network to pipe channel
Currently, most dealer's channel model, still retains its fortune when forming the structure of the channel. In those days, the mainstream of mass marketing accounts, reseller customer number and believe in "is directly proportional to sales," philosophy, strongly expanding channel scale, the pursuit of quality more than quantity.
The focus appears to sink in the channel, resellers unbearable its sales decline of pressure, thus embarked on the multi-brand management, start large agent of various brands, hopes "Oriental" Western light does not light up. Although the various items of sales on the decline, but the agent brand more, you can compensate for the decline in sales. From the heart, the manufacturers hope that the businesses to market more fine gain performance growth in space, while the dealer is still entered the State of the refining and marketing, but in another extensive operating status.
Moreover, the dealers often do not have the heart to split some poor-quality channels, that is better than none, the channels will not be able to adapt to the needs of marketing segmentation, channels of operational efficiency and effectiveness. While in the market matures, the differentiated management concept, market segmentation on channels also proposes to subdivide the requirements, that is, different products to different marketing methods that require a specific channel support. For example, the difference between the two species, their channels of brand constitute overlapping of very low, in this case, the object of logistics services, small batch, multi frequency distribution lead to escalating costs, distribution cannot be completed in a timely manner. It should be said that the business front, too, dispersed dealers energy, this is the dealer is difficult to channel management to intensive high
Degree of kaner.To construct a competitive channel system, you must go to the essence of coarse, channel exists to metabolism. Traders should pay attention to the quality of the network, rather than quantity, in particular, to increase the network of service features. We want to channel the customer in accordance with marginal efficiency, life cycle, such as dimensions, split part cannot effectively rewarding, but also difficult to adapt to the environment section of the channel, while enhancing the overall capacity of channels at the same time, improve channel system management and operational efficiency.
At the same time, particular attention should be paid to the management and regulation of the customer, such as the establishment of customer files, truly careful concern the customer's needs. To existing customers by access role classification, such as divided into wholesale, retail outlets and shopping centres, KA and special pathways, and then in the computer documentation, and distribute hand maintenance and development of various paths, regular inventory customer, save poor jig. Then according to the development or not, the customer level, customer relations, and other signs will classify them, analyse them, so the market is more detailed, more comprehensive understanding of and control in order to establish a professional customer, channel firmly in their hands.
From no decision to control the market
Manufacturers usually believes that the dealer is because caught a particular period of the market environment and economic policy and fortune, although most dealer has more than 10 years of experience in marketing and management from extensive to intensive transformation of the moment, the dealer because of the lack of modern management marketing knowledge and market left behind on the grounds of the factory as a self-proclaimed "Regent", also the dealer aside, not on the "road of different qualities and interests".
Many manufacturers association sent to dealers, pin support even gradually replacing dealers, dealer of decision-making power almost demoralized, this is the current channel management in a common phenomenon. Manufacturers to deprive distributors of decision-making power, even let dealers perform powers exercised or is considering using dealer financing and logistics capability needs, resellers cannot self experience, was not "supporting the fools".
Firms in this very lack of coordination of State cooperation, the Distributor has become a puppet, nature difficult to lead their own business, much less planning sustainable development plan. In such circumstances, the vendor should be coordinated with the manufacturer's base, then seek self development of long-term solution.
First, the extensive theoretical knowledge, open ideas, to enhance their management skills, this is achieved on manufacturers only way right of speech. Manufacturers if equal dialogue, it is easier to play a coordinated, channel system synergy, in turn, help to promote the development of the Distributor. Dealers should actively "borrowing" and the "campaign", with a view to enhancing its position in front of the factory.
Secondly, it is necessary to improve the marketing system, implementation of middlemen and manufacturers in the management, marketing, finance and logistics, and other aspects of vertical coordination. In the "small enterprise growth crisis" in the reseller, most lack of scientific management, modern marketing and formal financial. And functions of perfection and unity is the distributor of the execution of an important prerequisite.
For example, in the system and implement standardized processes and data collection, processing, which can greatly improve the accounting information and market information collection and processing, more conducive to the top line to understand the market, improve efficiency and accuracy of decision making. But also establish standardized processes, target of decomposition, because the implementation of the plan of the stratigraphic understanding bias is often makes the market programmes layer distortion, directly led to the execution. For most retailers, the increase in the extension function is a matter of urgency, starting from the consumer, advertising, promotion and other modern marketing tools, training and guidance of consumer habits, active consumers, are often better than manufacturers support troops in combat.
The perfect marketing system based on the reseller you want to learn to separate or to organize the resources to complete product market research, new listing promotion, and a series of work, the dealer to give full play to their local environment to fully understand the information advantage, combined with local special environment, take advantage of local community-specific, such as personal relationships, and develop viable firms win-win development.
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