Marketing Tips: Cautious Dealer Policy
1. Only profit can mobilize the enthusiasm of the dealer.
2. The dealer is just a bridge. When the product sells well, the dealer's role is not big; or on the contrary, the dealer is God and can't be offended.
3. Dealer's price competition is a shortcut to achieve short-term sales growth.
4. The quality of dealers is low, and there will be no constructive comments on enterprise development and product promotion.
5. Redemption of commitments to dealers depends on the specific circumstances.
All of the above are caused by the relationship between the company and the dealer. Well-known market authority Philip Kotler once pointed out that companies must meet the needs of dealers, while also requiring dealers. Therefore, when developing a dealer policy, the following principles should also be followed:
1. The principle of appropriate objectives. The ancients said: "Getting the law is right, getting it too; taking the law and getting it." That is to say, the goal is set higher, but not too high, otherwise it is a barrier to self-establishment. This goal can't be set at your fingertips, but you have to jump to get it.
2. The principle of supporting operation. The principle of "barrel effect" says: The amount of water in a wooden barrel does not depend on the longest piece of wood, but on the shortest piece of wood. One of the "22 business rules" proposed by American marketing scholars Al Ries and Jack Trout also said that the effects of various marketing measures adopted by enterprises are different, and only one is really effective. . The basic premise of the establishment of this business regulation is that other marketing measures and management systems should be matched.
3. The principle of unique characteristics. Characteristics are characteristics. When formulating dealer policies, enterprises make full use of the collected industry information for comparative analysis, and combine their own advantages to formulate a unique distribution policy.
4. The principle of sound management. A company must not forget at any time that steady operation is the foundation of enterprise development. When formulating the dealer policy, it is especially necessary to consider the feasibility of implementation, and fully consider various factors. Once it is formulated, it must be strictly implemented, and the redemption must be realized in any case.
5. The principle of motivating progress. While considering the interests of the company, fully consider the interests of the dealers and the spiritual incentives. Based on the above five principles, companies can start from the following five steps when formulating their dealer policies:
(1) Considering the short-term interests of dealers, this is in line with the dealer's eagerness to seek profit, but also a powerful factor to give him confidence.
(2) Consider the necessary rewards for the growth process and cooperation results of the dealers. This is not only a material reward, but also a spiritual incentive. Such as traveling or giving honorary titles and so on. On the one hand, to improve the sales enthusiasm of dealers; on the one hand, to make dealers more confident in the company, brand, products.
(3) It is a well-developed education and training program. In the future, enterprises are learning-oriented enterprises. While the company itself is constantly learning and improving, it also needs to provide dealers with an opportunity to improve, so that dealers can absorb the corporate culture in the process of continuous learning, and lay down the long-term strategic partnership. Base
(4) It is a sound support plan. Not only in the advertising, public relations, promotion and other market promotion, there must be a comprehensive plan at the same level, but also more support in terms of human resources, market supervision, etc., in order to consolidate good customer relations.
(5) From the perspective of strategic partnership, the two sides will continue to work together in the process of common development, and look for dealers who can establish long-term relationships. Give full play to the distributors' social resources advantages, build brands, and promote the development of enterprises.
After the above five steps to consider the dealer policy formulated, in the practice of continuous revision, improve, and gradually form a sound scientific dealer policy, thereby promoting long-term, stable and win-win cooperation between dealers and enterprises.
2. The dealer is just a bridge. When the product sells well, the dealer's role is not big; or on the contrary, the dealer is God and can't be offended.
3. Dealer's price competition is a shortcut to achieve short-term sales growth.
4. The quality of dealers is low, and there will be no constructive comments on enterprise development and product promotion.
5. Redemption of commitments to dealers depends on the specific circumstances.
All of the above are caused by the relationship between the company and the dealer. Well-known market authority Philip Kotler once pointed out that companies must meet the needs of dealers, while also requiring dealers. Therefore, when developing a dealer policy, the following principles should also be followed:
1. The principle of appropriate objectives. The ancients said: "Getting the law is right, getting it too; taking the law and getting it." That is to say, the goal is set higher, but not too high, otherwise it is a barrier to self-establishment. This goal can't be set at your fingertips, but you have to jump to get it.
2. The principle of supporting operation. The principle of "barrel effect" says: The amount of water in a wooden barrel does not depend on the longest piece of wood, but on the shortest piece of wood. One of the "22 business rules" proposed by American marketing scholars Al Ries and Jack Trout also said that the effects of various marketing measures adopted by enterprises are different, and only one is really effective. . The basic premise of the establishment of this business regulation is that other marketing measures and management systems should be matched.
3. The principle of unique characteristics. Characteristics are characteristics. When formulating dealer policies, enterprises make full use of the collected industry information for comparative analysis, and combine their own advantages to formulate a unique distribution policy.
4. The principle of sound management. A company must not forget at any time that steady operation is the foundation of enterprise development. When formulating the dealer policy, it is especially necessary to consider the feasibility of implementation, and fully consider various factors. Once it is formulated, it must be strictly implemented, and the redemption must be realized in any case.
5. The principle of motivating progress. While considering the interests of the company, fully consider the interests of the dealers and the spiritual incentives. Based on the above five principles, companies can start from the following five steps when formulating their dealer policies:
(1) Considering the short-term interests of dealers, this is in line with the dealer's eagerness to seek profit, but also a powerful factor to give him confidence.
(2) Consider the necessary rewards for the growth process and cooperation results of the dealers. This is not only a material reward, but also a spiritual incentive. Such as traveling or giving honorary titles and so on. On the one hand, to improve the sales enthusiasm of dealers; on the one hand, to make dealers more confident in the company, brand, products.
(3) It is a well-developed education and training program. In the future, enterprises are learning-oriented enterprises. While the company itself is constantly learning and improving, it also needs to provide dealers with an opportunity to improve, so that dealers can absorb the corporate culture in the process of continuous learning, and lay down the long-term strategic partnership. Base
(4) It is a sound support plan. Not only in the advertising, public relations, promotion and other market promotion, there must be a comprehensive plan at the same level, but also more support in terms of human resources, market supervision, etc., in order to consolidate good customer relations.
(5) From the perspective of strategic partnership, the two sides will continue to work together in the process of common development, and look for dealers who can establish long-term relationships. Give full play to the distributors' social resources advantages, build brands, and promote the development of enterprises.
After the above five steps to consider the dealer policy formulated, in the practice of continuous revision, improve, and gradually form a sound scientific dealer policy, thereby promoting long-term, stable and win-win cooperation between dealers and enterprises.
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