How wooden door manufacturers face dealers

This is true for manufacturers and also for distributors. Facing the rapidly changing market, dealers generally face the following problems: the market competition is rapidly changing, the operating environment is increasingly standardized, the market threshold is raised, and the operation is becoming more and more difficult; The homogenization of competitive products and promotion means intensifies competition, which not only makes it difficult to increase sales, but also makes profits thinner and thinner. The channels are increasingly diversified, the price difference between channels is large, the network maintenance cost is high, and the operation is becoming more and more difficult; No brand does not do brand promotion and sales, but the advertising investment is large, and consumers who make wedding clothes for manufacturers may not buy it; Team members are getting bigger and bigger, lacking sense of responsibility, poor execution and low efficiency. People with peace of mind can't do it, and capable people are not at ease. Mode: Does the market terminal diversification adopt the big store mode or the multi-store mode? Is it multi-brand distribution or single-brand distribution? In a dilemma 2. See the way out for wooden door dealers to win. Small profits but quick turnover is a problem that dealers don't want to see, but they have to face. How to deal with the market dilemma should be reformed around the following points: 1, concept renewal: keep pace with the times, concept determines concept, concept determines outlet, outlet determines future! Dealers must first abandon the traditional backward concepts: for example, small wealth means security, only paying attention to immediate interests, not paying attention to the long-term development of the market and brand; Not enterprising, low and extensive management level, typical trade consciousness, unwilling to operate as an enterprise. Strong dependence on manufacturers, serious psychology of waiting, relying on and wanting. 2. Terminal transformation: build a strong terminal. A powerful terminal includes hardware and software. Strong requirements for terminal hardware: first, the size of the area: there must be a boutique with a size of more than 300 square meters. Second, interior decoration should be upgraded, and product display should be professional. Strong requirements for terminal software: first, high requirements for personnel quality, basic management, personnel management, sales management (sales policy, inventory management, category management, information management), atmosphere creation, promotion planning, shopping guide and customer maintenance in the store. The second is the terminal media. The terminal media is to take the terminal as an important propaganda position and improve its communication power. There are several specific aspects of terminal media: terminal paper promotional materials (brand manuals, product albums, store image manuals, terminal management manuals, engineering manuals, after-sales service manuals, internal newspapers or magazines, etc.). ), terminal electronic promotional materials (enterprise promotional feature films, advertising videos, product installation technology CDs, etc. ), as well as promotional materials of terminal entities (flags, posters, X-shaped booths, Yi Labao, leaflets, etc.). 3. Strengthen communication: Brand promotion can't rely solely on manufacturers. Dealers are not willing to invest in brand communication and promotion. They think that brands are the business of manufacturers and should be invested by them. In fact, branding is not only a matter for manufacturers, but also a matter for distributors. For dealers, it is not enough not to do brand promotion, and it is not enough to just do a few outdoor billboards. I don't know. I invested a lot. If we don't strengthen the promotion, we may face a shortage of customers and lead to losses. It is meaningless to complain about the manufacturer before losing money. 4. Improve channels: establish three-dimensional sales channels. Distribution channels at least include: home improvement channels, engineering channels, distribution channels, community channels, self-operated stores, building materials supermarkets, engineering channels, etc. Faced with such a three-dimensional sales network, how to make good use of the limited marketing resources of dealers and make the sales volume reach a state of sustained growth? The first is to clarify the core channels. The establishment of core channels should be based on the resource accumulation, advantages and expertise and talent reserve of dealers. Generally speaking, there should be no more than three channels. In addition, measures should be taken to focus on developing core channels in stages in order to obtain new growth points. The second is to deal with the phenomenon of overlapping customers: on the one hand, it is necessary to clarify the ownership of overlapping businesses. Clarify the business focus of each business unit to avoid all departments grabbing customers; On the other hand, it is necessary to rationally distribute the benefits brought by overlapping customers and mobilize the enthusiasm of all departments. 5. Management promotion: standardized operation of corporatization At present, the management bottlenecks of building materials dealers mainly include: relatively backward concept, lack of standardized system, lack of management process, arbitrary decision-making, lack of training, lagging personnel quality and weak financial management concept. Most of the dealers in the initial stage are business managers; After entering the growth period, dealers should be good general managers and become management experts through continuous learning and training; After entering the development period, it is necessary to introduce professional managers and let professional people do professional things. The transformation of dealers into entrepreneurs focuses on preaching and planning, building a large structure and system, and using good people. Third, the demand of 1, really understand the needs of dealers. Only when manufacturers fully understand the actual needs of dealers and formulate reasonable marketing plans according to market demand can they find the context of the market. Without a full understanding of dealers, it is impossible to have the Qi Xin cooperation of dealers, and there will be no high-quality sales channels and networks. 2, do a good job in consulting services, don't be a teacher, manufacturers must first improve their own marketing guarantee system, create an environment for dealers to protect their brands and marketing models, and let dealers actively follow the marketing ideas of manufacturers in order to live in harmony with dealers. If a manufacturer lacks a marketing system and wants to be a teacher for dealers, it will naturally be resisted by dealers, let alone joint ventures. It is a common phenomenon in the market that how wooden door manufacturers can cooperate with each other for a win-win situation, correct each other's role positioning, correctly handle the cooperative relationship, cooperate with manufacturers, confront each other, wrangle, set traps for each other, and even retaliate. Analysis of the root cause is that not many manufacturers really know the dealers, and their understanding of the dealers is too superficial, and they still stay in the unilateral subjective consciousness. On the other hand, there are not many dealers who really know the manufacturers, otherwise it will not be so difficult to reach out to the manufacturers for policy support. How to improve these problems: 1. The relationship between manufacturers and distributors is defined as cooperative relationship: everyone cooperates on an equal footing, shares resources, cooperates and wins, and everyone earns money. But in practice, manufacturers often regard the relationship between manufacturers as a superior-subordinate relationship, regard dealers as their subordinates, and manufacturers become managers. According to the top-down thinking angle, they look at the cooperation with dealers, either asking dealers to cooperate with the activities of manufacturers or asking dealers to abide by the regulations of manufacturers, and their positions are wrong. When it comes to dealers, some factory owners like to claim how many millionaires our factory has trained. It seems that all manufacturers have made the business of dealers, and these dealers should be grateful to our manufacturers. The dealer's views on this issue can be said to be completely opposite: First, the dealer thinks that I did earn some money from the manufacturer's distribution of this product in recent years, but the money was not given to me by the manufacturer, but I invested a lot of energy and financial resources to earn it bit by bit. Secondly, manufacturers should thank me instead. If I hadn't worked hard to manage their products these years, would they have such good sales? Can you have such a good market base? Third, is it possible to make money just by making their products? Is there no money to distribute products from other manufacturers? 2, mutual promotion, * * * With the improvement of manufacturers and distributors, since it is a cooperative relationship, of course, everyone should cooperate on an equal footing, enjoy resources, win-win cooperation and earn money. Only when manufacturers cooperate on an equal footing can they better complement each other's advantages and improve together. Manufacturers have the initiative in brand, product, marketing and management planning, and also have corresponding resources to systematize. Dealers have the advantages of market terminal network, regional market, warehousing and after-sales service. Only manufacturers cooperate on an equal footing and complement each other. Only when the manufacturer's products have a healthy sales channel in the regional market can the brand have a good accumulation in the regional market.