Which senior person can give several suggestions on the marketing methods of county-level fertilizer distributors?

Although decentralized land management is the status quo, the status quo is not equal to the future, and "if it is not possible, it will be changed" is the eternal truth. Since the decentralized management of land has hindered the development of modern agriculture, this situation will definitely change sooner or later. The question is only when. The general direction of historical development is that land should be concentrated.

Since land concentration is inevitable, our marketing work should focus on "land concentration" strategically. And this layout should be active, not passive waiting for land concentration.

There is an old saying in China that "the first move is the best". If all county-level agricultural distributors want to be bigger and stronger, have a lasting foundation and not be eliminated by history, they must do everything possible to actively guide and promote land concentration and seize opportunities in the process of land concentration. When the land is centralized, the procurement of agricultural products will be centralized, and our product sales may be "unified"; When the land is concentrated, there will be a scale effect of gathering sand into towers, and the high cost performance of good products will be effectively reflected, so we don't have to bother to spend money on advertising; With the concentration of land, we can use large packaging products with lower cost in agricultural production, and our profit space may increase; When the land is concentrated, there will be fewer customers we need to face, so we may not have to worry about more employees, high cost and difficult management; With the concentration of land, there will be fewer consumers we need to face, so we can directly supply end users without wholesale and profit; The land is very concentrated, ...

2. Technology is king

Agricultural products are means of production. Theoretically speaking, the most important factor that determines the sales of means of production products should be "cost performance" rather than "marketing tactics".

Although the reality we are facing now is that farmers' needs and use are relatively extensive, it does not mean that they don't want to be meticulous, and it does not mean that they don't care or pay attention to "cost performance". The reason why they rely on experience, listen to recommendations and watch advertisements when buying agricultural products is only because they lack a reliable technical authority to tell them which products are "cost-effective". It is an obvious fact that agricultural retail stores run by people who know technology are generally better. Therefore, to some extent, science and technology is not only the primary productive force, but also the primary sales force, especially the sales of means of production.

Therefore, for county-level agricultural distributors, how to make a fuss about "technology" is an indispensable part of marketing strategy. Of course, how to transform "technical force" into "sales force" depends on the resource conditions and environmental conditions of county-level agricultural distributors. If we have to give a general direction, we think the goal should be to establish ourselves as a technical authority that farmers believe-believe what you say and listen to your suggestions.

3. Slow is fast

Many friends of county-level agricultural distributors often ask us why we feel that our marketing is very successful every year, but after several years of statistics, we find that it is almost stagnant or the growth is limited. We analyzed the reasons and found that most of the problems were that their marketing was only "very successful" in terms of products, and on the surface, they catered to the extensive needs of farmers, and did not involve the source issues such as land and technology at all. So here we suggest that the majority of county-level agricultural distributors must pay attention to "slow down and seek quick" in marketing strategy.

The long periodicity of agricultural production determines that the marketing of agricultural products must be long periodicity. Therefore, in terms of time planning, we should at least "do it for one year, prepare for two years and think about it for three years". Some people may say, isn't the annual substantial growth equal to the continuous substantial growth? You can say that, it seems that the truth can be deduced in this way, but the fact is, who has seen chess only thinking about winning one step and thinking about the next two or three steps! Obviously, the annual sales growth is not a simple addition of "1+ 1=2".

At the same time, we should pay attention to concentrate on the "annihilation war" and then gradually expand the results, so as not to let the bear break the stick. We must pay attention to doing less "superficial articles" and start from solving fundamental problems in a down-to-earth manner.

I. Functions undertaken by traditional dealers:

1, delivery-distribution function-distributor is therefore called distributor. 2. Assist manufacturers in promotion. Basic characteristics: After the products enter the market, they are basically in a state of natural sales.

Second, the difference between traditional dealers: the characteristics of traditional excellent dealers (good vision-being able to choose good products. Good customers-merchants are willing to distribute their own products)

Basic characteristics (there is no significant difference in business models)

Third, the reality faced by dealers: the rapid concentration of industries and the sharp decline in the number of manufacturers-industrial concentration. The scale of dealers is rapidly expanding and the number is rapidly decreasing-the trend of regional oligopoly of dealers is prominent. The goal of dealers is either to quickly become regional monopolists (local tyrants) or to gradually die out-it's just that the market is difficult to do now, and it may die out if it doesn't grow bigger in the future. The transformation from traditional business model to new business model. Transformation from traditional distributors to regional market operators.

Fourth, the path of dealer transformation: before the product structure:

There are more varieties. Now monopolizing more categories-monopolizing categories means destroying competitors. When you hold the main product of one category in your hand, other products of the same category will quickly concentrate on you. If you monopolize the main brands of herbicides, herbicide manufacturers will ask when they arrive at the market: Who makes the best herbicides in your county?

Previously: products were independent of each other.

Now: products cooperate with each other.

Practice: first launch several star products, and then use star products to drive ordinary products-one person gets the word, and chickens and dogs ascend to heaven.

Fifth, the path of dealer transformation: from promotion to promotion

1. At present, the operation mode is to sell two batches of goods through promotion and credit, and the second batch decides what products to sell according to the profit rate. The existing problems: first, the distributor can't control the second batch, and second, the product life cycle is short-the best-selling product, and the second batch is unwilling to sell. Customers are reluctant to buy unpopular products. Conclusion: The way of marketing, except promotion, is basically in the state of natural sales, and it has been difficult to make a difference.

2. Promotion operation mode: cooperation between manufacturers-pesticide products promote a star product, with short time and low cost. Therefore, the input and output of pesticide product marketing are very high.

The mentality of manufacturers: only invest when there is sales. Dealer's mentality: Only with investment can there be sales-it is easy for dealers to get the support of manufacturers by grasping and using the mentality of manufacturers.

3. Favorable situation: Now many manufacturers are grasping the construction of the base market and investing manpower and funds to build the base area. Which dealers can strive to become the basic market?

At present, the distribution mode is based on two batches, supplemented by terminals. Future distribution mode: direct sales (large customers)+terminal (centralized planting area)+second batch (decentralized planting area)

4. Current situation: trading mode-manufacturers and distributors give two batches of products and insurance policies, and then wait for the second batch of goods.

Future state: First, dealers bypass the second batch and supply them directly to terminals and big customers. Second, the first batch is bound with the second batch, which is the same as the management terminal.

Specific practices: 1. Tripartite agreement (manufacturer, distributor, second batch). Second, the management of manufacturers extends to the second batch.

Sixth, the path of dealer transformation: the rapid promotion model of new products This is a very popular model for manufacturers at present, which needs the cooperation of dealers.

Leading products that can increase the quantity.

Explosive distribution-large quantity and fast speed.

Quick return.

The temptation of the second batch of high profits.

Strong pull in the short term-advertising, shopping guide.

More than three waves of strong promotion-promotion.

Seven, choose the leading products that can increase the quantity: the first criterion of product selection: non-following products. Following the product can only ruin other people's good things, but can't achieve your own good things.

It can become the leading product in the future-it can be measured and distributed in a large area.

Reminder: The so-called new product, as long as it looks like a new product-as long as it successfully changes consumers' cognition, is a new product-even if it is an old product that failed a few years ago.

Eight, how to do a good job in the second batch of sales: let the second batch of overdrawn famous brands bring our products. The premise of our second batch of products is the temptation of high profits. Never release the profit of the second batch before the product sells well, but release it several times-you know, the second batch digests the profit very quickly. To make the second batch feel that this product is the best-selling product in the next round, we must not miss the trip.

Nine, how to pull hard in the short term-pulling hard is not only to expand product visibility, but also to let the second batch and the terminal purchase goods. Advertising can only be gambling, not trying-just do it once. Advertising should be "anticlimactic"

Ten, need more than three waves of strong promotion:

1, explosive distribution cannot guarantee success.

The most dangerous thing is to give up the promotion before the product is firmly established?

3. The reason for pushing the wall.

I hope these are helpful to you.