0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? Major requirements such as merchant conference, order meeting, product conference and dealer conference. They are: "enhancing the loyalty of dealers to manufacturers, encouraging dealers, implementing policies, and ordering on the spot". The requirements for teachers mainly include: planning large-scale marketing activities, knowing dealers very well, strong conference marketing ability, strong on-site trading ability, strong incitement and appeal, and being able to teach thousands of marketing experts in class. ? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? Let me share with you some characteristics of dealers and how to implement dealer training. (The following part is collected on the network)? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2 dealer overview? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? Dealer, as its name implies, refers to buying goods from enterprises with money. They buy goods not for their own use, but for resale. They only sell by hand, and care about the price difference, not the actual price. Enterprises do not sell to dealers on credit, but collect money. This business refers to businessmen, that is, institutions. Therefore, "dealers" are generally enterprises, which refer to commercial units that take money from enterprises to purchase goods. As the traditional backbone channel force in China market, distributors are being tested by the wave of channel flattening and new channel forces. Under heavy pressure, dealers have made adaptive adjustments in their business development strategies: first, some dealers have started to brand manufacturers and even invested in factories to produce their own brand products in order to maximize the benefits of channel resources; Second, some dealers began to enter the retail field and extend to the downstream of the channel to stabilize and consolidate the market position; The third is to maximize the acquisition of superior product resources, share operating costs and risks with products, and pursue the category scale of enterprise management. Unfortunately, more dealers are becoming vassals of manufacturers and are completely trapped by manufacturers. What's more, under the double "squeeze" of terminal retailers and manufacturers, there are many difficulties. What is even more frightening is that the disadvantaged groups among dealers are constantly being eliminated. ? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2? 0? 2. What is the relationship among dealers, agents and distributors? 0? 2 1, the agent can be a single brand or multiple brands; Dealers must represent many brands, such as Shiping and Longlin. Distributor is a general term, including agents, distributors and simple traders (not from the original factory but from other channels). 2. Agents are distributors and dealers, but distributors and dealers are not necessarily agents. Dealers are no different from dealers. 3. Distribution is a concept of sales model. Dealers are transit stations, and production enterprises entrust products to transit stations for sale. An agent is a manufacturer authorized to sell at a time terminal in a certain area. Dealers are like traders, trading freely. 4. Dealers broadly include agents and dealers; Whether the existence of agents and distributors is authorized. Of course, there are many kinds of agents. 5. Mainly from product ownership: the distributor owns the ownership of the product; Generally speaking, agents have no ownership and only charge commissions. Dealers generally only do channels, not terminals. 6. The distributor is authorized by the original factory to sell the whole line of products and handle the business on behalf of the manufacturer (a trader who can get the goods at the original factory). Without the authorization of the original factory, the original factory will not rebate. The agent is authorized by the original factory to sell some products, and the original factory will return the points. Some foreign agents are also called dealers. The supporter of the agent is the original factory (unique to a single brand), and we generally understand that dealers and dealers integrate market resources, serve customers and support more! 7. Dealers are divided into ordinary dealers and special dealers. The former has no restrictions, just like ordinary daily necessities outside, while the latter has some special agreements with big agents or manufacturers in sales and product prices. Dealers are between agents and dealers. An agent refers to a merchant who is authorized by the manufacturer to sell products in a certain area during the sales process. It is divided into four levels: regional, national, provincial, city and county, and it is also divided into exclusive agent, general agent and graded agent. All agents have corresponding permissions. In principle, low-level agents are managed by high-level agents. ? 0? 2 Dealers and factory representatives Many companies have written about the responsibilities of factory representatives: effective management of dealers. With this statement, many salespeople seem to take swords from above and manage them decently. In fact, the word management does not really express our responsibility to the dealers. It should be said that the work done by factory representatives for dealers should focus on four aspects: guidance, assistance, communication and control. Taiwan Province people's understanding of this can be summarized by the word "business flow". You know, most of our sales people only do one thing about "logistics", that is, urge the dealers to type out the money and coordinate the company to deliver the goods to the dealers on time, that's all. The concept of "business flow" is to consider how to pull up from the terminal, guide dealers how to operate products, assist dealers to establish distribution channels, act as a bridge for manufacturers, facilitate smooth communication between them, and control dealers' operation behavior. Ten factors affecting the development of dealers 1. Speculation, profiteering and insincerity about corporate values still exist in the development of domestic IT distributors. In order to adapt to such an environment, some salespeople will do some deceptive things when coordinating and communicating with customers. In fact, most of the people who suffer in the end are self-righteous smart people. I lied to my client for the first time. What about the second time? How much will it cost to make it up? This is the reason why many good brands are getting worse and worse in the hands of a dealer. For dealers, there should be cultural connotation of advocating righteousness, respecting human feelings, embodying credibility and spreading correct values in enterprise management. Gone are the days when a company declared bankruptcy because it got a loan or defrauded a sum of money. Dealers cultivate the market well, and the development of enterprises can come naturally, with peace of mind and effort. 2. Human resources pay attention to talents and respect employees is a loud slogan shouted by dealers today, but how much has it really achieved? In Jiangxi, it is a common phenomenon that salesmen of home appliance agents such as Siping and Nanfang earn 50,000 to 60,000 yuan a year, as high as 100,000 or even 200,000 yuan, but brain drain often happens. For dealers, products, talents and network are the foundation of their survival. The instability of talents often leads to the temporary or partial paralysis of the sales network, which is very common in the marketing field. Hegemonism of individual bosses, individual heroism within enterprises and unbalanced management are all reasons for brain drain. 3. Systematic management The development process of domestic distributors can be summarized in three sentences: courage in the 1980s, capital in the 1990s and management in the 20th century. Dealers must have their own advanced marketing management system, and strictly control the consistency, rationality, systematicness and systematization of implementation. For example, the financial department should not only be responsible for the operation of funds, but also manage the account period and assist in sales; The Ministry of Commerce should not only do a good job in customer management, but also do a good job in order management and item management. The warehousing department should not only do a good job in inventory management of best-selling products, slow-moving products and damaged products, but also collect feedback in time; The logistics department should not only be responsible for distribution, but also know how to plan orders. Although on the surface, all departments are independent of each other. However, in practical work, timely communication and mutual assistance are needed to transform the original transit operator into a marketing operator, provide a professional service system for manufacturers and downstream outlets, and become market managers and leaders. 4. Development Planning Many dealers are eager to represent more good brand products or have greater regional agency rights, but why never consider whether their financial arrangements and personnel placement can be in place and whether they can meet the requirements of manufacturers? Some agents, perhaps considering the problems of operating costs and profit margins, tried their best to increase the agency rights of the two brands. In their view, this can save more storage, travel, wages and other expenses. More brands and more profits can make the East shine. Who knows, several warehouses and businesses have been added, but the benefits have not increased much. On the other hand, funds can't turn around quickly, the inventory backlog is unbalanced, and the best-selling brands have no money to purchase goods. As a result, they almost lost their agency qualification and had to use mortgages such as real estate and cars to maintain their capital turnover. It is not that the bigger the stall, the higher the profit. The decline of many well-known enterprises is precisely because of the crazy extension expansion, which leads to the weakness of their main products and the decline of market competitive influence. Dealers should first make their main products refined, refined, stronger and bigger, and then plan for greater development. 5. The product mix can not only prevent price wars and goods fleeing, but also condense the centripetal force of the sales network and strengthen the influence of the terminal. Therefore, the most important thing is to consider the product combination of various products distributed by merchants. In this way, when selling, it can not only promote each other's sales, but also use the complementarity between products to adjust the turnover rate of goods and accelerate the withdrawal of funds. The more detailed the distributor's product mix is, the more it can strengthen the channel operation ability, generate economies of scale, save costs and create profits. 6. Financial Management At present, there are still many dealers whose financial management only stays on the simple sunrise bookkeeping, and their operating expenses are paid at will, and the procedures are incomplete, which cannot be reflected in the financial books. In the minds of many dealers, the money they earn can be controlled at will, and the only approving personnel may be their wives, mothers and other relatives. Most of the time, these approvers just act as the chief financial officer. As for the salary standards, reimbursement standards, shopping standards and hospitality standards of company employees, they are often not considered, and there are no sound procedures and systems to regulate them. Therefore, many dealers sometimes think: "I usually earn a lot of money, except for those miscellaneous expenses, how to calculate at the end of the year?" Therefore, dealers must establish and improve their own financial management system, and monthly sales, profit and loss, assets and liabilities should be reflected in detailed data. Only in this way can we know how much we have earned, how much we have lost and what we need to do to reduce operating costs and turn losses into profits. 7. Responsibility, power and benefit In the management mode of dealers, it is not difficult to find that the phenomenon of one person with multiple functions and one person with multiple functions is the most common. Unclear powers and responsibilities often lead to poor performance and mutual shirking. In today's increasingly fierce market competition, we must first establish a marketing team with excellent quality, fully clarify everyone's responsibilities, rights and interests, and implement who sells and delivers goods to people; How to assess people who cross posts and have multiple jobs should be fully institutionalized. In order to effectively mobilize the enthusiasm of sales staff, we can try to decentralize the market policy, give employees more room for market operation, and implement the linkage of regional market responsibilities and rights, so that they can really get rid of the mentality of migrant workers and manage the market from the perspective of operators, thus improving the cohesion and combat effectiveness of enterprises. 8. In line with the thinking of manufacturers, manufacturers value sales and dealers value profits, which is the focus of contradictions between the two sides. Some dealers often disregard scale profits for petty profits, preferring to earn a few more dollars rather than small profits but quick turnover. Manufacturers and merchants complement each other, and will not strip too much profit from dealers in order to expand sales, and will not kill the goose that lays the golden egg for sales. Why do manufacturers launch sales strategies such as monthly return and annual return? This is not only an incentive, but also to protect the profits of dealers and make the cooperative relationship between the two sides more harmonious. 9. Relationship between upstream and downstream outlets Dealers should always keep in mind the interests of retail customers at outlets and take care of and operate their downstream outlets as their own branches. Dealers can try to manage distribution outlets in the form of shares or franchises. No matter what kind of operation mode, as long as you have this sense of partner service, you can form a * * * interest body with the distribution outlets and avoid intrigue between dealers and distribution customers. Dealers should give maximum support to their powerful outlets in terms of manpower, material resources and resources. The benefits of outlets are good, and the profit points of dealers can be more. 10. The power of alliance In order to avoid the deterioration of competition, a mature commercial wholesale market generally has a special committee to exchange information, exchange ideas, draw a blueprint for development, coordinate internal contradictions, and deal with emergencies at critical moments. However, the dealers who represent a single brand have a weak competitive advantage in the market, so we should make full use of the collective strength. Cooperate with some partners without conflict of interest to form an inter-brand alliance, which can handle problems as a whole team. Such as unified negotiation, free delivery, promotion support, personnel management, etc. All projects match each other, help each other, support downstream distribution outlets, and fully gather resource advantages, which can generate greater deterrence and save resources. Evaluating the operational strength of potential distributors When developing new markets, especially where there is no sales office, and it is necessary to develop suitable distributors, how to evaluate the operational strength of these potential distributors is a test level, because the relationship and understanding are superficial and there is little information at hand. You can learn more about potential dealers by 1, visiting peers or competitors; 2. Visit its downstream or direct terminal customers; 3. Visit the boss of the potential dealer personally and get to know his ideas directly; 4. Visit the branch/store of the dealer, understand and observe its operation, and try to talk to its employee sales manager; 5. Acting as a third-party customer, directly testing the dealer's sales and service capabilities. For the evaluation of dealer's ability, we can also use the system and tools of dealer's ability evaluation. The evaluation system mainly includes the following items: 1. According to the scores given to dealers in loyalty and business operation ability, the value range of dealers is determined to realize objective and unified evaluation criteria. 2. Subdivide the conditions such as loyalty and business operation ability to ensure a comprehensive evaluation of dealers and accurately determine the commercial value of existing dealers. 3. Analyze the background of the dealer company. 4. Understand the dealer's business development curve. 5. Understand the characteristics and development potential of dealers. 6. Evaluate the maturity of the dealer's business operation according to the clear process definition; Provide dealers with steps and guidance to improve the maturity of business operations. 7, clear city classification. It is a very important aspect and premise for dealers to apply what they have learned. Dealers' judgments on things are mostly empirical, that is, when accepting new things, they analyze them on the basis of their own experience accumulation, or make judgments within the range that the eyes can see. If they are widely exposed to new things that they know and are familiar with, OK, that's fine, and they accept them with a sense of mutual understanding. If the new affairs accepted are beyond their own knowledge, such as using a brand-new analysis system or a higher and wider observation height to analyze and judge problems, then many dealers subconsciously reflect resistance and doubt. Is it? Really? Is it possible? Fool! For example, when launching a new product, few dealers conduct rational market research and analysis, but analyze and judge the market prospect of this new product according to their previous sales experience and the sales situation of similar products they can see. Of course, this method of analysis and judgment is very bad, which is why today we see a large number of dealers constantly looking for new products, constantly turning new products into dead products, and then looking for new products again and again. The reason for consuming a lot of money and energy. On this issue, what dealers need to change is their mentality. Since they come to study and receive training, they are trying to make up for their shortcomings in many aspects and learn new things, instead of seeking personal acceptance and recognition, and relaxing their mentality to learn. Let dealers treat trainers correctly. Many domestic trainers have a characteristic that they can't solve specific problems, but they are good at instilling a set of things that trainers insist on. To put it mildly, it is to give students a new way of thinking and learning from experience, and then ask them to consider and analyze their own problems with the new way of thinking and learning from experience. In fact, this is very difficult, especially for dealers. Generally speaking, it tells you how to make a gun, not how to kill animals. Moreover, many new ideas, new aspects and new ideas put forward by trainers have great requirements for the environment in the actual operation process, and this change of the environment is a process of great change. From the point of view of safety and acceptance, most dealers can only accept gradual change rather than big change, because the risk of big change is too great, and dealers are unwilling to use their hard-earned career as a training ground. Let's give another example. At present, many training courses have mentioned the problems of channel construction and channel reorganization. They believe that the comprehensive reorganization and integration of channels can better improve resource utilization and market docking. Yes, it will be like this in the future, but the current situation of dealer channels has been accumulated for a long time, and the internal environmental factors are mixed. If it is reorganized directly, it will have a great impact on the business. Moreover, once the old and new systems are not connected, it will undoubtedly bring opportunities to competitors. Moreover, these changes are very heavy, and it is impossible for us to stop all business work and reorganize channels. What dealers want is actually to implement a step-by-step security gradual change under the premise of determining the general direction of channel restructuring. It is not a big change in one breath, but a reorganization of all channels. On this issue, dealers should think clearly before receiving training, what do I want, and I should solve those problems, prepare questions before learning, take the initiative to find opportunities to ask questions during training, especially after agreeing with some new direction concepts, and quickly ask some step-by-step questions to the trainer, otherwise the trainer will gradually lead everyone to a direction he has set, which is often a direction that can only be solved through great changes. The purpose of learning the order of use is to change or improve the present situation. From the perspective of safety, we should start small, prioritize and solve them one by one. This is also the gradient we mentioned earlier. Of course, the ultimate goal will be a huge change, but we can break this huge change down into several gradual changes. After clarifying the overall generosity, dealers can divide the whole reform plan into several small plans, separate the order, start with small things, such as basic office environment rectification, customer file sorting, and then gradually extend to the clarity and icon of business workflow and internal management transaction flow (that is, express the relevant workflow in the form of graphics, draw it on a piece of white paper, and then post it on the wall for everyone to see at a glance, know the workflow of various work affairs, and what the specific post is responsible for. ), first clarify the internal affairs, and then gradually expand to external affairs, but this should be divided into an order. For example, in the management improvement of some customers, don't try from important downstream customers and KA stores. Once you screw up, you are in big trouble. We can start from some minor upstream manufacturers, collect experience, adjust and modify, then extend to ordinary upstream manufacturers and finally extend to important upstream manufacturers. After stabilizing the upstream, the infantry can further improve the management of downstream customers. This should also start from some minor downstream customers and gradually expand to all offline customers. Don't make a one-size-fits-all approach. This is a huge change. From what the boss has learned to what all the employees have learned, many dealer bosses now understand a truth. The real boss does not supervise and direct employees' work, let alone work in person, but looks at people, digs people and leads them, and then manages people with people, makes the best use of their talents and manages employees well. Employees will supervise employees, employees will train employees, and employees will take the initiative to find problems and solve them. The party is the foundation of becoming bigger and stronger. In terms of study and training, many bosses are now willing to invest in their employees and encourage them to study and train. Similarly, employees also have the problem of applying what they have learned in learning and training. Dealer bosses have to consciously copy and teach their practical experience to employees step by step, and carry out all-round learning and promotion to cooperate with the overall promotion and reform. At this point, some dealer bosses still can't let go, and always feel that the greatest value of employees is execution. However, the core competitiveness of any company must be people and a group of people. It is of little use for the boss to be clever by himself. There have been too many examples to prove this. Improving employees' thinking level is the premise of improving operation level, and ignorant policies have been proved to be backward countless times. To say the least, it is useless if there is no clear thinking. Dealers not only invest money, time and energy in learning, but also are interested in learning. If you don't apply what you have learned well, you won't have the corresponding transformation value, which not only wastes these resources, but also weakens the enthusiasm and interest of dealers in learning. At the same time, it also weakens the enthusiasm and interest of internal groups of dealers in learning, and it is very harmful to the future development of dealers. Unity of knowledge and action, this world.