How to take the road of professional marketing for

2022-08-24
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At present, the overall quality of the dealers in the coating industry is not optimistic, and those who are farther and farther away from the market are naturally on the edge of elimination, but the current large-scale dealers operating across regions are also far away from the operation of specialization, Even if we adjust the development direction in time and make up for our own shortcomings, we will also face the dilemma of redevelopment

the common defects in the current management of paint dealers are as follows:

first, the business philosophy is backward and the business model is single

the traditional wholesale mode of low price in and high price out has stagnated, and there is a lack of other profit models, such as service provision

second, the marketing ability is very poor, and the quality of market operation is not high. Some dealers say they have 1000 terminals, but how about the quality of this network? Can we realize the coordinated operation of terminals? These are unknowns

third, the service consciousness is not strong and the ability is not enough. After the manufacturer quits, many dealers can't keep up with how to do promotional services at the terminal, which is also the main reason why many strong brands can't cooperate

fourth, many dealers are relatively low in organization and operation efficiency

fifth, there is a lack of relevant talents. The talent training speed of dealers can not catch up with the speed of environmental changes, and can not catch up with the speed of improvement required by the manufacturer

in terms of the current market, there are two trends: flat channels and huge and fragmented dealers

the flattening of channels is a major trend. The flattening of this trend is reflected in two aspects. From the upstream perspective, our big brand manufacturers have compressed the level of channels, threatening the living space of many of our dealers

second, large brand dealers have further strengthened the management and control of our channels, compressing our space for interests and development. On the other hand, from the downstream, our large chain retailers, chain stores, use their large sales teams to transfer business risks and costs to upstream dealers, reducing their development space and profits. At the same time, they also asked the manufacturer to supply directly, leaving aside the dealers. Therefore, the flattening of this channel is indeed a big trend. However, due to our vast territory, the uneven market foundation in various regions, and the great differentiation of customers' consumption needs, the high cost of direct sales by cross regional manufacturers determines that the role of dealers can never be replaced, and there is still a huge space for development and survival

in addition to the transformation to the upstream and downstream, there are two trends in the future development of dealers: first, taking beverage bottles as an example, large-scale, low-cost operation, dealers change to logistics providers, and the development direction of cross regional dealers can learn from giant; The second is fragmentation, which relies on one category for specialization, that is, efficient and professional dealers. Efficient and professional dealers are not only the development trend in the future, but also will become the "sweet cake" of coating enterprises. Small and medium-sized dealers should ensure that they are not eliminated by the market, and specialization is the only way. Therefore, some excellent distribution enterprises are more focused on the in-depth marketing of a certain industry or a certain sector, and they deeply realize that their specialization is the inevitable demand for future survival and development

however, whether it is huge or fragmented, dealers need to achieve lean management and move closer to specialization from the following aspects:

first, based on the region and intensive cultivation. We must be able to take root in the market, even effectively control the tertiary and tertiary markets, and form a strong position in some regions

second, the target positioning is reasonable. Do you want to be a professional dealer or a logistics dealer? It must be clear which link of the industrial chain and which section of money to earn. Blind diversification and extension are failures

third, build a solid network. Often ask yourself this question: you have made tens of millions, hundreds of millions of sales revenue. Is there a region that has done a good job in ensuring revenue in drought and flood? Are there a group of customers who follow you wholeheartedly? Are there any brands that do the best in this place? Without these three conditions, you will be very dangerous. Therefore, based on the region, intensive cultivation is very important

fourth, establish a brand and improve your image. The brand of dealers is very important. The brand formation of dealers mainly depends on the provision of value-added services, a stable position and a stable source of customers. We should provide value-added services to terminals, not just sell products to them. We should not only help them sell their products, but also help them make money

dealers must combine quantity with profit and operate flexibly. No matter how large the dealer is, whether it is huge or fragmented, its core competence is the lean management and intensive cultivation of the market, which is flexible, sharp insight and quick response. If the lack of this kind of ability and poor performance has ceased to exist, no matter how large the scale is, what is the essence of scale? The essence of scale is speed. It depends on the speed to defeat the competitors. Fight against your scale several times that of me at a speed several times that of you

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