For office stationery production and distribution enterprises, channel integration is the most critical, urgent and urgent problem. At present, the distribution channels in the industry are long and narrow, and the delivery speed of products is slow. Most importantly, this stepped channel structure has seriously led to the decline in gross profit margin of products, which is not conducive to the large-scale, rapid and long-term development of enterprises. Therefore, office stationery enterprises must first solve the problem of channel integration. Channel integration can start with the following strategies:

1. Because of the inevitable exhaustion of wholesale business, the distribution ability of first-class dealers will gradually weaken, and the traditional top-down sales model will be transformed into a flat channel structure. That is, by strengthening the market management function of each branch, we will gradually support and cultivate the distribution ability of dealers in the secondary and tertiary markets. The operation method is as follows:

The market structure has changed from "province" as the distribution unit to "region" as the distribution unit;

From training one or two dealers in each province to training one or two dealers in each region;

Establish a chamber of commerce, strengthen the network penetration and distribution ability of regional distributors, and prevent the phenomenon of grabbing goods;

2. Strengthen the distribution function of retail terminals. By supporting dealers in secondary and tertiary markets, we will cultivate retail terminal image distribution outlets in various regions, and finally achieve the goal of winning the terminal;

Strengthen the management of retail terminal team and professional quality training;

Establish a distribution network of professional office stationery image stores;

Establish an image store operation management system;

Highlight the counter marketing model;

Strengthen the management of terminal distribution and display;

3. Strengthen the management mode of key retail customers and maintain the market intensively. Establish key retail customer management service department to promote cooperation with key retail customers with professional management tools and policies. The main retail customers are (hypermarkets and supermarkets only)

4. Establish the headquarters direct sales management department, directly participate in the procurement bidding projects of district governments, enterprises and institutions all over the country, and expand the distribution network and market share of the company's products;

Second, product integration.

Establish an innovative mechanism for product elimination. For products with declining sales volume, weak functions, outdated styles and lack of competitiveness, we can consider introducing the elimination mechanism. Continue to strengthen competitive fist products and superior products, and further expand market share through these superior products. In addition, while consolidating and developing the market share of existing products, we should gradually develop new products.

Classify and combine all products according to sales volume and profit rate;

Divide all products into high-end and low-end products according to function, quality and price;

According to the characteristics of classification and combination and high-end and low-end division, design corresponding sales strategies;

We can consider extending professional office stationery products to teaching stationery and student stationery, and make full use of our existing market network and sales channels to give full play to brand promotion and product distribution.

Increase foreign well-known practical office stationery, teaching stationery and student stationery agent brands;

Strengthen the innovative ability of product design and develop a series of student stationery products with independent brands;

Under the restriction of its own production conditions, it manages the products designed and developed by OEM scheme;

Three: price integration

The price system of many enterprises has not formed a unified and standardized management system. In other words, the price is basically determined by the top management of the enterprise.