The TV series "The Years of Passion and Burning" was once popular. In that era, there were no rich cars, houses and tickets today, but it was full of pride in how bold people are and how productive they are. There was no marketing or "channels" in that era. The concept, however, the passionate planned economy enlightens our impetuous market economy today. Where does the burning passion come from? From the satisfaction of the core needs: It is precisely because the core needs of the people turn over to be satisfied that they will be able to interpret this “passionate burning yearsâ€.
Channels are the link to realize the “thrilling jump†of products from enterprises to consumers, and the passion of channel dealers (dealers) directly determines how far the enterprise products can run, how fast they run, how long they run, and also decides one. The market competitiveness of enterprises. Maslow's demand theory tells us that human needs are divided into five levels: one is physiological demand, the other is safety demand, the third is social demand, the fourth is respect for demand, and the fifth is self-fulfilling demand. Different dealers have different needs, and the same dealer may have multiple needs. So how can a company create a market performance by satisfying the needs of dealers to stimulate the passion of the channel?
First of all, through the combination of “interest + pressure†push and pull, drive channels. Profit is the more basic demand of the channel, that is, the “physiological demand†at the primary level. There is no profit. Everything is empty talk. Only a company can establish a community of interests with distributors to fully mobilize the enthusiasm of dealers and improve market performance. For example, at the beginning of 2006, Fujian Xuejin Beer, which sold only 5.86 billion yuan of net assets with a net asset of 500 million yuan, was an important factor in its success. It adopted a “channel bundling strategyâ€: advocate sharing benefits with distributors, sharing risks, and fostering The dealers need resources for the market, not for the manufacturers; every time there is a promotion, they never forget to “tied†the dealers, and they are willing to be “tied†as dealers because of high profits and high rebates. The development of the second batch of networks is also the same as the company's salesmen and dealers; this strategy fully mobilizes the dealer's subjective initiative, abandoning the dealer's and other ideas, so that the market operation is flourishing.
Of course, the higher the channel profit, the higher the passion of the channel. In terms of mobilizing the channel, the rebate system is more popular now. Good rebate design, like a red apple hanging on a tree, let the dealers dance with great enthusiasm. Once the dealers pick more, the inventory is more, and with the pressure of inventory, they have to take the power and take the passion to digest the inventory. Therefore, it can be said that without pressure, it is difficult for multi-brand dealers to push your products. Of course, the pressure should be moderate, and after the pressure, help the dealer to digest the inventory.
Secondly, through the satisfaction of the channel's "safety requirements", the dealer's loyalty is cultivated. Without dealer loyalty, the passion of the channel is short-lived, and the short-term channel passion is not good for the company, and may even be destructive. Therefore, the cultivation of dealer loyalty in the process of channel construction is very important. Enterprises should create a stable environment for dealers and give dealers a sense of security. We can start from four aspects: 1) Adhere to the concept of integrity management, focus on contracts, keep promises, maintain the stability of the dealer team, do not easily change dealers, and take the dealer's choice to the unified management of the headquarters. 2) Manage your own marketing team, build a team with integrity first, and resolutely ban behaviors that are not trustworthy and promised. 3) Pay attention to and solve all kinds of legacy problems of the channel in a timely manner, and think of the dealers' thinking and the urgent needs of the dealers. 4) Develop a performance appraisal and evaluation system for dealers, and give dealers a sense of security through institutionalization.
Third, stimulate channel enthusiasm by strengthening channel communication. Enthusiasm needs to be transmitted, enthusiasm can be infected, and effective communication is a magic weapon to enhance channel mutual trust, close the distance between manufacturers and stimulate channel enthusiasm. So how do we strengthen channel communication? 1) Establish a two-line contact mechanism for the channel, that is, the business contact between the business personnel and the dealer on the one hand, and the regular return visit and care of the dealer at the company headquarters on the other hand, so as to avoid the adjustment of the salesman. The interruption of channel contact also ensures the smooth flow of corporate information and prevents information from being intercepted by salesmen. 2) Use the channel to convey the company's corporate culture, and pass the passion of the company to the dealers and other channel members, thereby enhancing the sense of belonging of the channel. 3) Regularly communicate through written forms such as “Customer Communication Letter†and “Regional Market Operation Ideasâ€. For example, Haier requires each regional manager to have a written communication with the dealer on a weekly basis. They must prepare a lot of relevant information before visiting the dealer: conduct detailed market analysis, formulate market operation ideas, and list the company's Support and support from dealers. Therefore, through this written and standardized communication method, on the one hand, the dealers leave a good impression of high standards, on the other hand, the dealers can clearly define the direction of their work, thus ensuring their greater investment in manpower, material resources and financial resources. In the market operation of the Haier brand.
Fourth, through the satisfaction of the dealers “respect for the needsâ€, they are active because of respect. Different dealers have different needs. Some dealers will regard their personal status very seriously. For example, a Haier dealer in a county-level city in Fujian, in the process of distributing Haier, he is more concerned about running Haier to make him local. The social status has been greatly improved. What he remembers is the interview with the local TV station. It is this kind of "face project" that makes him more motivated to operate Haier, so Haier’s performance in the local area is the same as his position. High section.
So, what should we do for the dealers to “respect the needs� 1) The efforts of the branding of the company, through the promotion of the brand effect, let the brand agents gain social respect. 2) Regular visits by senior leaders of the company. 3) Through the establishment of a perfect star rating system, let dealers compete for internal competition in honor, thus mobilizing the enthusiasm of dealers at all levels. 4) Give courtesy of VIPs through regular channels of various types of channel meetings.
Fifth, of course, there are still some customers who have strong desires for power and desire for success. They want to be the masters in the process of market operation, and they like to take the initiative. For such customers, unless they are contrary to the overall thinking of the company ( For example, large fast-moving consumer goods companies such as Coca-Cola use channel intensive strategies, which are impossible to give dealers the initiative. Otherwise, they should give greater autonomy, satisfy their power desires, and fully tap their resources for my use.
In short, the channel is the core element of marketing. The enthusiasm of the dealer directly determines the success or failure of a company's market. In this era when the channel is king, in this year that is not a “burning passionâ€, we only have to find ways to ignite “in winterâ€. The fire of one can only achieve the great dream of the enterprise in today's increasingly fierce competition.
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