How to manage distribution channels well

To do a good job in channel management, enterprises must emphasize the principles of effectiveness, overall efficiency maximization, value-added, division of labor and cooperation, target competition, dynamic balance and sustainable development in channel planning, construction, maintenance and adjustment, which are specifically discussed as follows:

1. The principle of channel effectiveness is embodied in two aspects: on the one hand, under the premise of effectively subdividing the target market, enterprises should further comprehensively analyze the distribution efficiency, service capacity, maintenance cost and influence of possible sales channels, and make clear the advantages and disadvantages of each channel.

On the other hand, it emphasizes the integration of excellent channel resources with expertise in quality, scale, strength, service and management, such as terminals, large wholesalers and emerging large retailers, and pays attention to channel quality. Only in this way can the enterprise marketing chain build a strong distribution power, which will have a key impact on the target regional market and competitors.

Second, the principle of maximizing the overall efficiency of the channel, in terms of channel planning, fully consider the smoothness of business flow, information flow, logistics and capital flow and operation and maintenance costs in the future management process.

Third, the principle of channel value-added, aiming at maximizing customer value, through channel innovation, function development, strategy adjustment and resource investment, improve the service value-added ability and differentiation ability of the whole marketing value chain.

Fourth, the principle of division of labor and cooperation, in addition to using different types of channels to cover the division of labor in the corresponding market segments, it is more important to emphasize the complementary advantages and resource sharing among members of the marketing chain. Through the management of the marketing chain by enterprises, the system synergy efficiency can be effectively obtained, that is, the distribution efficiency can be improved and the channel operating expenses can be reduced.

Five, the principle of target competition, the basis of deep marketing is strategic marketing with competition as the core, and its channel strategy is competition-oriented. According to the comprehensive strength of the enterprise in the regional market, the main competitors are determined, and based on the system synergy efficiency of the marketing chain, customer competition is launched through competitive means such as continuous occupation and concentrated impact, so as to obtain the dominant position in the regional market. For example, in the regional market, according to the specific competition pattern and trend, competitors with direct competition or major obstacles are generally identified as targets. In the case of relatively weak comprehensive strength, the second and third competitors in the regional market are chosen as the first goal, and the competitors are selected from the aspects of terminal competition, promotion and price strategy. , so as to gradually expand market share, improve channel quality and management level, and when conditions are ripe, launch an impact on market leading brands to seize the opportunity of regional market competition.

Sixth, the principle of centralized development and rolling development. If enterprises want to dominate the marketing value chain, they must invest intensive marketing resources, such as managers, marketing support, service guarantee, brand promotion and so on. If it is launched in a vast market, most enterprises can't afford it, and no matter what the market potential and capacity are, it is impossible to have a good return. Therefore, enterprises must choose the existing core market and concentrate the resources of competitors in order to achieve the goal of regional first, just like farmers: fertile land and intensive cultivation. On the hillside of dry land, extensive planting and thin harvest.

In addition, in the channel planning and construction of regional market, we must also adopt the process of rolling development and gradual deepening. The original distribution channel mode and operation mode of general enterprises have formed a fixed pattern in the minds of dealers, business personnel and marketing managers. Coupled with the accumulation of original contradictions and the reality of market structure, it is often difficult to reach the goal in one step, so it is necessary to make the best use of the situation and step by step.

Seventh, the principle of dynamic balance in channel management is embodied in the following three aspects:

First of all, in the channel planning and design, we should ensure the dynamic balance between the regional market capacity and the distribution capacity of wholesalers and terminals. The market coverage of wholesalers and the density of retail terminals are directly related to the balance of the overall distribution network of enterprises. If the coverage of wholesalers is small and the distribution of terminals is too sparse, it is not conducive to fully occupying the market; If the wholesaler has strong coverage, but its planned area is small, or the terminals are too dense, the sales cost may increase, the sales efficiency may be greatly reduced, and the conflicts and contradictions between the region and retail terminals may be aggravated. Therefore, it is necessary to make timely adjustments according to the changes in regional market capacity and structure and the specific development of channel members, so that channel members can "land to the tiller and do their best".

Secondly, in terms of channel structure adjustment, we should keep a dynamic balance with the development and changes of regional circulation industry and users' consumption habits, especially in the era of circulation reform: most small-scale traditional channels have declined, and large distributors such as chains and franchisees have begun to rise, while professional logistics providers have developed at a high speed. Great changes in the marketing environment will inevitably lead to turbulence and conflict in enterprise channels.

Finally, the channel strategy should match the strategic objectives of the enterprise market and promote the orderly expansion and sustainable development of the market. In channel planning and management, we should pay attention to the combination of short-term interests and long-term strategic objectives of enterprise market development. For example, since the mid-1990s, some multinational companies have set up a large number of outlets in emerging markets such as China, not to consider short-term sales benefits, but to realize the long-term strategy of enterprises to explore and occupy the market. For this reason, enterprises can directly control terminals in some core markets with great influence, important position and strategic significance, such as large and medium-sized cities, densely distribute points, drive away major competitors, and improve market coverage, which is conducive to the establishment and long-term development of enterprise market advantages; At the same time, in the regional market dominated by competitors, we should adopt the channel strategy of high-end distribution, attack the existing network of competitors with high incentives and low prices, expand the brand influence, and then sort out and construct the marketing chain, intensively cultivate and achieve the goal of leading the regional market.