[China Glass Network] On May 10th, I went to the National Distributors Conference of Vida International. At the awards ceremony, Zhujiang Trade received several awards: "Annual Contribution Award", "New Product Promotion Award", "Better" Awards such as the Cooperation Award. The night before the meeting, I just had dinner and chat with Mr. Fang, the boss of Guangzhou Pearl River Trading Co., Ltd., and learned that Pearl River trade has been cooperating with Vinda for 22 years. After the meeting, I was thinking, from the perspective of the manufacturers, the Pearl River trade and Vader cooperation for 22 years, China's reform and opening up only 30 years, the Pearl River trade is indeed a loyal customer; from the perspective of the Pearl River trade, Vader is worth It is proud of a manufacturer worthy of following. A manufacturer worthy of a dealer to follow 22 years is definitely very attractive. From my outsider, there are more than 1,400 papers in the country, why 95 More than % of the manufacturers have not been so successful, the reason should be very simple: Do you have loyal customers? 3Inch-5Inch Crown,Kids Crown Hair Clips,Tall Wedding Tiaras City Workers And Accessories Factory , http://www.zj-crown.com
It is understood that Vinda has more than one thousand dealers nationwide, and Vinda's 2010 sales reached 3.7 billion. According to the 2/8 law, 80% of Vinda's sales are from 20% of customers, and these customers are basically customers who have been working with Vinda for more than 10 years. These customers are Vinda's loyal dealers.
In the stage of industry concentration, who can have a loyal dealer, who is the winner in the market; whoever loses the vote of the dealer, who can not wave in the market. Loyal dealers are the magic weapon for the enterprise market to win, and also the partners that enterprises need and must use. This is because of the industry attributes and the competitive environment in the Chinese market.
So, how can a company have a loyal dealership? What do companies do?
Going forward, have a correct idea
The philosophy of any company that has a business is very clear. For example, Kimberly-Clark, which has a history of more than 130 years, its concept is very clear: its mission is to “lead the new paradigm of daily necessities to create a better lifeâ€, and its vision is to become honest, responsible, innovative, and caring for the society. The value of the industry leader known for its ", its values ​​are "to be honest, responsible, innovative, caring as the basic principle, establish and practice it." Only when a company clarifies its philosophy and values ​​can it be used by distributors, consumers and its employees to grow and follow it. This is the same as the program proposed by each political party, let us believe it and believe that following this party can achieve its own personal goals.
Second, protect the interests of dealers
I believe that all dealers are "profit-seeking". In fact, it is not just the dealers who are profit-seeking. I have studied the establishment of Guangzhou Libai, a Guangzhou-based company founded in 1994. Why is this company not taking the deep distribution channel control model like Coke and Master Kong? The distribution network is still in the hands of dealers, but its According to the international authoritative ACNielsen data, the national sales volume of Libai washing powder is high, and the national market share is 25%. There is one pack for every 4 packs of washing powder sold nationwide. Libai detergent has occupied the national sales for many years, and the national market share is 40%. There is one bottle for every 2.5 bottles of detergent in the country.
What created these fronts? What made the dealers follow the confession of "coexistence and death, the same survival"? I have visited a lot of white dealers, they must say "How do we stand white" or say "What do we always say?" What makes dealers highly recognized that Libai is their own parent company? I personally think that in addition to relying on Li Bai's "reform, innovation, fast, efficient" and "Lixin, Li, Li, Li, Li," Beyond the "heart", the core values ​​of "patriotism, gratitude, mutual help, sharing, inclusiveness, kinship, simplicity, peace of mind, equality and self-confidence" are more important than the ten "hearts". Libai Company protects the interests of distributors and guarantees the interests of distributors. It is understood that distributors have a 13% profit in distributing white products. The company also maintains distribution through a series of measures such as setting up dealer chambers and using systems to crack down on goods. Business interests. It is said that a dealer with a foul is fined several million or willing to punish and follow the Libai, and its charm can be imagined!
In the mall, there are no eternal enemies, only eternal interests. Whether the letter is good or not, my point is: interest is a more effective link to maintain the cooperation of manufacturers, but also a prerequisite for manufacturers to adhere to cooperation.
Third, to ensure the safety of dealers
Under the high-pressure policy, many enterprises have developed a large number of dealers, a large number of dealers, and a large number of sales clerk. This approach makes dealers feel insecure, making dealers feel that they don't know tomorrow. Jin Hongye had suffered such a loss in the ten years since he entered China. A group of Taiwanese executives sat in the office and only managed to break down their tasks, no matter how the market below operated. Therefore, the grassroots salesman is difficult to complete according to the tasks assigned by the company's senior management. As a result, there are policies and countermeasures. The dealer can't complete the task, and he opens a second dealer, third and fourth distribution. Merchants, later on the market, almost all the powerful dealers have basically done the "Qingfeng" brand of Jinhongye, but the market is not only not doing well, the result is that dealers are afraid.
Another company's philosophy is this, as long as the brand is red, not afraid of no one to do. The concept of the boss of a company I have served is like this. His statement is: Who can be a boss and a manager in my country; my products are not afraid of no one to do it! When I say this, I am also in the middle and high level. Said at the meeting. In fact, I do not deny that this sentence is half right. In the stage of industry growth or high-speed development, the product itself is in short supply. I believe that the old general manager can do it, that is, no boss can. In this period, as long as there are products, others are vying to queue up to grab the goods. However, with the development of the industry, the concentration of the industry is getting higher and higher, and the competition is becoming more and more fierce. It is not that the layman can lead the insider. It is impossible to win without professionalism. The facts also prove my claim. The company I mentioned can still be at a stage in the past few years, but now it doesn't know where to go, and it is more than half the distance from competitors. We know that in peacetime, a three-year-old baby can be an emperor. I don’t think it’s that simple during the war. It’s not a group of flatterers who can win at will!
Fourth, improve the ability of dealers
There are many aspects of a dealer's capabilities: management capabilities, market operations capabilities, market development capabilities, learning capabilities, and more. By improving the dealer's ability to strengthen the dealer's loyalty to the manufacturer, I think it is a good way: whether it is an individual or a dealer, a follower can improve his ability and develop his own business. To earn a reasonable profit, this is definitely a good path.
There are many ways to improve the dealer's ability. For example, through the dealer's ability assessment, find the dealer's ability defect points, then feedback the results, find the dealer's better management practices, and draw on the advanced management concepts and management models of the peers. Dealers rethink and design a new and better business model that fits their needs and narrow the gap with benchmarking dealers. It is also possible to organize and train the dealers to learn and train, to broaden the dealer's thinking, to reverse some of the dealer's business ideas, and then to improve the ability. A boss in Guangdong who has a sanitary napkin production factory told me that his trick is to organize dealers to study on a quarterly basis: roadshow learning, ordering learning, store display learning, and on-site sales promotion. Find out your problem points through on-site learning, and then go back and do pattern replication. This learning process can not only communicate the feelings between the manufacturers, but also copy the patterns and do both.
Many manufacturers have begun to set up business schools, but most business schools focus on training internal employees, and rarely consider training dealers. In fact, the author believes that the business school of the enterprise should change the training target, including the dealers, terminal store managers, purchasers and upstream suppliers into the training objects, and at the same time enhance the value members of each link of the value chain. Training dealers is a better investment in the market.
Cultivating dealer loyalty is not as simple as one or two articles. It requires companies to be ten, twenty, thirty or even one hundred years, and that companies must constantly Innovation can keep pace with the times to create value for customers.