Channels carrying the logistics, cash flow and information flow of the company. Through distributors, the terminal reaches the consumer in hand to achieve final value, the company has been sustainable development, distributors, terminals and consumers to choose sales, purchase, and enterprises through information feedback. Adjust strategies and tactics to adapt to changes in the market environment or guiding consumption.
What is the driving force of logistics, cash flow, and information flow? Channel policies. The so-called "no wind", "no wind", "no more early", channel policy achieves the accelerated operation of 3 medium flow through its control and rewards itself. So many companies are in favor of channel policies.
The development of channel policies involves more factors, the author should do two-point constraint: due to the other three phases of the product, the author does not discuss from the perspective of life cycle. Furthermore, this article only has a distributor with relatively decisiveness, digestive ability and small unit costs, and when applied to the terminal, I hope the reader will consider the reference nature and contractability of terminal sales, because of which is proportional, negotiating, law. Waiting for factors, and facing customers are the final consumers, and there are many different policies.
Prerequisites of policy development: market foundation
Channel policies are achieved by the promotion of control and reward. However, many market foundations will affect or destroy the control of policies and compensation. Leading to the purchase of distributors cannot achieve distribution profits.
1. There is no advantage of the brand. Many outstanding companies rely on their own brand power to control the stock of distributors. Especially in the company's leveling stage, the business personnel are very pressing, which will force the distributors to eat some goods. If there is no quite strength to fight against this brand, the main energy of the distributor will be disordered, and the acception of channel policies will be hindered.
2, the distribution layout is unreasonable. It is mainly to refer to the existence of a serious channel transverse conflict. Shenyang and Jinzhou Market, who have worked, Shenyang mainly two major wholesale from South Second and East, from time to time, from time to time, and Jinzhou is the division of distribution is unclear, cross-crossing, and severe overlap. Therefore, when the channel policy is decentralized, the distributor takes into account a lot, the fear of the price is planned, no profit map, so I don't dare to purchase a lot.
3, slow response and execution speed. The action will always win the market opportunity than the opponent's last half. The reason why Wahaha's Shenyang Market has made tea juice a national first, that is, every step of the channel policy has taken the leader brand K company, and relying on solid implementation quickly seizes the market. Press the opponent to play, give the opponent an invisible pressure, so that the distribution feels that Wahaha has mastered the market.
If there are three situations, the corresponding makeup must be made to grasp the policy development. Brand disadvantages can rely on larger price difference or other rich rewards, in the process of competing with opponents, need to invest more market costs than opponents; distribution layout seems to be a human spiritual state, irritability is not good Things, therefore need to be adjusted in time, not because the temporary sales pressure is afraid of the fear, the more tired, and the policy fee will appear extreme waste. The response and execution speed requires business people to have a rich market experience, insight and management capabilities, which can only rely on themselves to study hard.
Don't blindly file a policy form
Some sales managers like price strategies when finalizing channel policy form, can the company have given me how much cost, I will pull the price low, and the shipments are obvious. The author is not recommended for price strategies, but it is necessary to use it. Distributors are sometimes not very expected to have price promotions, especially for widespread products. Even if the management strict piece will have price fluctuations due to the sensitivity of the promotion, leading to a lot of money, but there is no more money, and it will not be able to watch his customers. Price promotion breaks the price balance to a certain extent, exacerbated the competition between distributors, and did not make them grow and develop due to their support from the company. There is still enough channel policy motivation, and other regions apply for channel policies. In order to prevent itself from being impacted, it is rushing to develop corresponding price strategies to resist the market. This seemingly is responsible for the region, essence is an endless waste on the company's cost. Towing a valid channel policy requires a full investigation. The salesperson depth into the market, research the status quo and needs of the distributors, and choose effective demand, and to be targeted. Furthermore, we must cooperate with the company's market development goals to enable distributors and businesses to enjoy common interests. Expressed with formulas: Marketing Target Distributor Status (Demand) = Policy Form.
The demand for distributors is primarily an explanation point in the three streams carried by the distribution channel. When making policies, it can rely on several difficulties in distributors, combined with the company's market goals, and find a few suitable policy forms in the last column. The starting point can be a manufacturer or a distributor. For example, when the distributor does not have much inventory, in order to prevent other brands from entering, the manufacturer adopts pressure-notice policy to seize the distributor library and funds, and prompts its energy to put on its own products.
Select the optimal plan to formulate policies
Everyone may find that there may be several policy forms when meeting the demand for distributors. For example, the distributor is very large, causing funds that cannot be turned turnover, no power to pay for delivery to complete the task; manufacturers also require 20% growth; corresponding policies can be product distribution, quantity discount, price, sales staff reward, Putting a warehouse subsidies to several policy forms such as the lower level customers. So we should consider taking the form more appropriate. Mainly considering the following three factors. Expressed with formulas: policy strength executive opponent case = policy development
First consider the reward for policy intensity. Distributors have problems with sales costs and profit margins. If the promotional product is not selling, not only the distributor salesman should increase the time of persuade customers, distributor funds, and the turnover costs are also very large. Therefore, as the principle of intensity advocated after the old chief of Wahaha, the price is in place, and the amount is in place. Only enough compensation can drive the enthusiasm of the distributor.
Then study the carrying capacity of participating policy executives. For dealers, if the policy is set to the rest of the product, whether the dealer can also match the gifts. In fact, many dealers are very disgusted on the manufacturers' unsuccessful distribution, which may be the problem of distributors and market acceptance, or may be the problem of distributors. Second study the execution capability of the person. The policy development is accompanied by the assignment of personnel tasks. Can a business person convey the purpose of the policy to a distributor, can implement the specific tasks and completed, whether to guide, control, and supervise a distributor's task Execute, if the opponent has a promotional policy, execute whether it can be done before the opponent. Among them, there are both salesmanship problems, and there are factors such as distributor quality, monitoring methods. Therefore, the salesman should do: pull out, hit, and have a hard. Promote distributors to reach: prohibit lines.
Finally, it is necessary to investigate the competitors of the market. The opponent will not be implemented through the brand stress interference policy, through a larger promotional force, the man. The author wanted to study the brand value (for distributors) and the proportion of promotion, such as the value of a drink brand worth A. The unit promotion fee is x; the brand value of Company B is B, promotion costs For Y, add a constant Q represent fixed relationship ratio, there should be a general formula: A / B = W / k * q If you can calculate constant Q, the manufacturer's investment can be easily grasped. Of course, this formula is a bit naive for the market that changes at any time, but at least the brand value is inversely proportional to the cost of the manufacturer's investment. Therefore, there is only a good effect on the relatively weak brand only walking in front of a strong brand or invested more than a strong brand. In summary 3 points, if the manufacturer's promotion budget investment is too small in the above case, the compensation has no promotion trend, and the selected policy plan should be a reward for distributors.
Then follow the policy time, object, bottom line and the highest expected goals, specific operations and restrictions, etc., the channel management of the Gosart step: Goal, Objective, Strategy, Action, Resource ( Resource), the test (TEST) is decomposed into several requirements: complete the requirements of unfinished requirements on time, complete the proportion of rewards, punishment, policy operation, violation, such as credit, false commitment, etc. The solutions such as channel policies have been formed.
Policy adjustment and continuous
The channel policy is not necessarily reached to the bottom line expectation. This may be deviated by the distributor's investigation and analysis, and the manufacturer's promotion is not enough, or the opponent also offers the same policy, or other unforeseen conditions. At this time, it is necessary to study whether the policy needs to be adjusted, how to adjust, decisive decisions.
Some people think that since the policy has been decentralized, if the adjustment will lead to the trust crisis of the distributor. The author doesn't want to be true, but I just want to ask two sentences: what will be like a consequence of adjustment, why does the distributor have a trust crisis? This is a serious assessment of distributors and channel policies. If it does not reach the expected effect of the bottom line, the policy is either stop or adjust immediately. Stop can save some promotional costs, adjustment can increase sales. And only the trust crisis is only generated when giving up the pre-purchase compensation of the distributor. Since the expected effect is not achieved, the sales will not be too good, and the compensation loss cost is not too big. Moreover, the pre-purchase compensation will increase the loyalty of the distributor, will consolidate the relationship between manufacturers and distributors, which can be said to be greater than the disadvantage.
For fast circulation products, manufacturers are frequently promoted by factors such as festival or competition. For continuous channel policies to grasp two points: policy's strength should be staged, always make distributors feel that every policy is relatively favorable for future, so they dare to purchase. Manufacturers can increase policy input efforts when product sales are prosperous. Secondly, the continuous channel policy is taken in the first round, and if the second round, if the second round is bigger, it is best to use a non-price form transfer distributor's sight and weakens the manufacturer's conflict.
For sales people, the terminal seems to be something, the theoretical play of the book is easy to catch. And the things of traditional channels are somewhat ethereal, there is no clear spiritan medicine. The above is some advice of channel policies, avoiding the blind and cost waste of policies. Many of the major sales shares of many companies are still concentrated, and the traditional channel changes are rapid, the spells are increasingly fierce, and the incentive amplitude and form of corresponding channels is also changing, innovative, which has prompted our marketing staff to be more, deeper Research channel issues.
