Problems existing in channel management

(A) Inconsistent channels lead to conflicts between manufacturers.

Enterprises should solve the contradiction between enterprises and middlemen caused by narrow market, unify their channel policies and standardize service standards. For example, in order to open the market quickly, some manufacturers choose two or more general agents at the initial stage of product development. Due to the vicious price competition between the two general agents, although the brand awareness is high, the market expansion is often unsatisfactory. Of course, the relationship between manufacturers also needs management, such as strengthening inspection to prevent smuggling of goods, strengthening training to prevent dumping of goods, establishing reward and punishment measures, and cultivating the most suitable relationship between manufacturers through the effective combination of humanized management and institutionalized management.

(b) Lengthy channels increase the difficulty of management.

It is necessary to shorten the time for goods to reach consumers, reduce links and reduce the loss of products, so that manufacturers can effectively grasp the relationship between supply and demand in the terminal market and reduce the possibility of corporate profits being diverted. In this regard, Haier's overseas marketing channels can be used for reference: Haier directly uses the existing sales and service network of foreign distributors, shortens the channel chain, reduces channel links and greatly reduces the cost of channel construction. Now Haier has established a huge distribution network in dozens of countries and nearly 10,000 marketing points, and Haier's products can be unimpeded in any country at any time.

(C) the channel coverage is too wide

Manufacturers must have sufficient resources and ability to pay attention to the operation of each region, try their best to improve the level of channel management, and actively respond to the key attacks of competitors on weak links. For example, Haier's cooperation with dealers and agents mainly includes store-in-store and specialty store, which are two distinctive forms in Haier's marketing channels. Haier divides domestic cities into five levels according to scale, namely, the first level is the provincial capital city, the second level is the general city, the third level is the county-level cities and regions, and the fourth and fifth levels are the towns and villages. In the primary and secondary markets, mainly in-store shops and Haier product counters. In principle, there is no specialty store, which is established in the tertiary market and some secondary markets. The four-level and five-level network is an extension of the two-level and three-level sales channels, mainly for the rural market. At the same time, Haier encourages retailers to actively explore outlets.

(d) Lack of criteria for selecting intermediaries.

When choosing middlemen, don't overemphasize the strength of dealers and ignore many problems that are easy to happen. For example, powerful dealers will also operate competitive brands as bargaining chips. Powerful dealers will not spend a lot of energy to sell a small brand, and manufacturers may lose control of product sales. The relationship between manufacturers should match the development strategy of enterprises, and different manufacturers should correspond to different dealers. For companies with low popularity and strength, it is necessary to select and cultivate distributors at the early stage of market development, which not only establishes interest association, but also has emotional association and cultural identity; For large enterprises with well-known brands, there are a set of measures to help dealers to upgrade, so that dealers can stand out in the market competition and generate loyalty. In addition, the low risk and high profit of its product management have prompted the two to form a cooperative partnership. In short, the selection of channel members should have certain standards, such as business scale, management level, business philosophy, acceptance of new things, cooperation spirit, service level to customers, number of downstream customers, development potential, etc.

(E) Enterprises cannot control and manage terminals well.

Some enterprises ran a part of the terminal market by themselves, robbed the business of secondary wholesalers and distributors, and their sales declined, gradually losing confidence in their products. At the same time, they will increase the sales of competitive products, which will hinder the traditional channels. If the market is not operating properly, the whole channel will be paralyzed because of lack of motivation. In today's "channel is king", enterprises are increasingly feeling the pressure in the channel. How to make use of the resource advantages in the channel and how to manage the dealers has become the "sword" to win the terminal.

(six) ignore the follow-up management of channels.

Many enterprises mistakenly believe that the channel can be completed once and for all, and do not pay attention to emotional communication and exchange with channel members, which leads to many problems. On the whole, there are many factors that affect the development of channels, such as products, competitive structure, industry development, dealer ability, consumer behavior and so on. After the channel is completed, it must be constantly adjusted according to the development of the market, otherwise there will be big problems.

(seven) blind self-built network

Many enterprises, especially some small and medium-sized enterprises, have to build their own sales network regardless of the actual situation, but due to the low degree of specialization, the channel efficiency is low; Because the network is too big, the response is slow; Higher management cost; Personnel costs, management costs, advertising costs, promotion costs and warehousing and distribution costs are huge, causing huge economic losses to enterprises. Especially in first-class cities, manufacturers should carefully consider self-built channels. Manufacturers must have certain conditions to build their own channels: high brand appeal, influence and considerable enterprise strength; Stable consumer groups, market sales and corporate profits, such as Gree has become a leading brand in the industry, with considerable brand recognition and stable consumer groups; After considerable pre-market accumulation, the enterprise has a relatively mature management model and so on; In addition, the key to self-built channels must pay attention to economies of scale and reach a certain scale, so that manufacturers can realize the lowest cost of the whole distribution operation.

(8) The selection of new product listing channels is confusing.

Any new product that successfully enters the market must give full play to the power of channels, especially the close cooperation with distributors. How to choose the ideal dealer? The author believes that dealers should have the same business objectives and marketing ideas as manufacturers. In terms of strength, dealers should have strong distribution ability, good reputation, strong service awareness and terminal management ability. Especially in the same business category, dealers should distribute exclusive brands, and there are no similar brands that conflict with their products and prices; At the same time, dealers should have strong financial strength, fixed distribution network and so on. In short, in the modern marketing environment, after years of market experience, dealers have begun to transform and mature, and their awareness of channel discourse rights has gradually strengthened. Therefore, enterprises should re-evaluate and select distributors in the process of promoting new products to the market. First, vigorously strengthen the network expansion ability and market operation ability of existing dealers. After the new product is delivered to the agent, the manufacturer will give full support and training; Second, resolutely replace dealers who have no transformation value; Third, for the secondary dealers with strong strength, they can be entrusted to act as agents for new products.