Bamboo flooring business successful distribution of the exploration

The phenomenon of dealers being stuck due to careless selection of products occurred from time to time; some dealers failed to effectively integrate resources after successful selection. We will elaborate on how to better implement the market operation and various aspects of concern after the successful selection of distributors for reference.

A successful dealer, its shop layout, configuration is very critical, product structure, the brand must have their own division of work, a clear purpose; and not randomly stacked, blind combination. The successful selection must have come from scientific planning.

There is a famous saying that "Choice is more important than hard work", but if you "choose" after "choose" it becomes unimportant. If "choose" determines the direction of advancement, then "effort" will accelerate the pace of progress. Therefore, after the correct "choice", continuous "effort" may be more important. Selecting products is a key factor for a distributor to determine the success or failure of a stage. However, the market operation after a successful product selection is more critical. Therefore, “successful distribution is entirely based on product sales.” So how can we achieve successful product marketing?

First, focus on me, integrate resources, and make plans

Due to the different market operating practices of each manufacturer, there are differences in the way of cooperation with distributors and the policy support given to distributors. Dealers should have a deep understanding of the manufacturer's market planning and marketing practices through in-depth inspection and communication, and then combine the current market conditions and their own resources to form a systematic marketing plan and agree with the manufacturers' opinions.

In the development of marketing plans, dealers should be based on me, and all resources should be effectively integrated to avoid overlapping and waste of effective resources. For some dealers always like to earn their brains to earn manufacturers' cost support, the practice of turning manufacturers' market input into their own profit sources can be understood from a business point of view, but it is not worth promoting, especially for those who are determined to become bigger and stronger. For dealers, it is not the key to the problem.

The integration of resources mainly includes channel development, channel promotion, team division, consumer promotions, warehousing logistics, and effective use of operating funds. In general, each distributor has its own relatively strong channel resources. Channel resources are directly reflected by channel contacts. With the help of channel resources, dealers can achieve low-cost channel access. At this time, dealers can provide channels for manufacturers. The investment is appropriately transferred to channel promotion and consumer promotion, and reasonable distribution or joint promotion can be carried out in the distributed products so as to realize the common benign growth among the operated brands. However, all manufacturers are jealous of the fact that dealers use the cost of their own manufacturers for other products. In this case, flexible operation methods and effective communication with manufacturers are crucial.

A detailed marketing plan, including detailed target channels, expense budgets, channel entry strategies, channel promotion strategies, consumer promotion strategies, joint promotions, media support, annual and phased budgets, team planning, and more. In one aspect, it is necessary to clarify the schedule and the responsible person. This will ensure the operability of the marketing plan.

Any one manufacturer's market investment is limited, even in the new listing stage. For savvy dealers, it is very necessary to find out the manufacturer's investment limit and investment methods. Only in this way can the effective integration of resources be achieved, and at the same time avoid the loss caused to dealers due to the blind commitment of the manufacturer's business personnel.

Of course, some manufacturers only require dealers to play the roles of the fund platform and the warehousing and logistics platform. Other functions are completed by the manufacturers. This kind of brand generally has large sales volume, and it takes up more funds for dealers, but the unit profit is low. The main purpose of distributors to choose this kind of product is to establish a sales network. In front of this part of manufacturers, most dealers are vulnerable groups.

Second, with the team, clear responsibilities, clear indicators

The most critical thing after the plan is clear is execution. The scientific nature of the dealer's internal organization structure and personnel division is very important. In recent years, some large-scale commerce and trade companies have gradually adopted divisions of brands, channels, categories, regions, etc. to divide departments or form specialized business units to realize refined marketing management. However, besides some very small manufacturers, many manufacturers will assign business personnel in each regional market (especially large and medium-sized markets) to assist dealers in marketing work. At this time, there are either overlapping functions or responsibilities between the manufacturers and distributors. Unclear and reciprocal phenomenon. Therefore, for dealers, how to coordinate with manufacturers not only ensures the maximization of the functions of the two parties, but also achieves effective coordination. If the dealer's own business ability is strong, it can negotiate with the manufacturer to include the two parties together in the distributor's own management scope, and the dealers maintain the continuation of this relationship by realizing the performance promise of the manufacturer. It is also possible to strive to provide some additional cost support from the manufacturer, while omitting some of the personnel cost input. The distributors also ensure the continuity of this relationship by fulfilling the performance promise. Of course, except for the case where large-scale manufacturers form professional teams for deep distribution.

After clear team responsibilities, clear indicators and strict time schedule are the necessary means to ensure that the indicators are reached on schedule. Therefore, in the marketing plan, there should be a clear stipulation on the expected time for the completion of all target plans, and there must be corresponding monitoring and rewards and penalties, and the responsibility must be fulfilled. In particular, assessments and incentives and penalties are more critical, as most employees pay more attention to routine inspections than to other daily work arrangements.

Third, channel development, easy after the first, step by step

Consumer recognition is the key, and there is also a relatively long process for new products to be accepted by the channel after they are listed. Therefore, when developing channels, it is necessary to grasp the principle of easy-to-follow and easy-to-admit channels, and then gradually infiltrate other channels to eventually achieve full access to the target channels. The “difficult” and “easy” here are dialectical, and the acceptability of most channels is not high. Both are caused by the lack of agreement between the two parties on the terms of trade at the time of negotiation. Only here is the dialectical difference between "difficult" and "easy". In the case of sufficient costs, it is natural to cut into influential large terminals first; if costs are limited, it is appropriate to consider the access points that have low costs but also have some influence.

Fourth, the terminal rally, channel linkage, effective convergence

After the channel enters, the creation of the terminal atmosphere and deep communication with consumers are the final step for the product to be sold. How to make products in the terminal can be first recognized by consumers, many manufacturers of marketing techniques an endless stream. From a theoretical point of view, placing the product in front of the consumer is the responsibility of the channel provider, and placing the product in the mind of the consumer is the responsibility of the brand operator. However, as a dealer in the traditional Chinese market, if the responsibility for accepting new products is entirely dependent on the manufacturers, it is likely that they will suffer the most. This is another manifestation of the business environment for the survival of the majority of dealers. Although with the intensified market competition, many manufacturers have put forward after-sales service commitments, but there are still not many services that are truly in place. Therefore, under the condition that the products are sold in place, the dealers working for consumer promotions must not be relaxed, and if they want to successfully operate the products they are selling, even if the manufacturers vigorously promote the media, the distributors Promotions are still indispensable.

At the same time, through targeted promotions on all types of terminals, the final product linkage between channels is not far from the formation of a new good final sales atmosphere. It can be said that this is the last step from distribution to marketing. Especially important part.

Through the effective convergence of the above steps, I believe that for the products that can be accepted by the market, the goal of successful promotion can basically be achieved. Of course, for those products with poor quality or inaccurate positioning, the faster they can be promoted, the faster they will die.