Salesmen Manage The "Three Hearts" Principle Of Dealers.

　　 Distributor Disobeying factory management is the most troublesome problem for many salesmen. They always try to play games with manufacturers and try to get the benefits they want. Manufacturers will try every means and measures to eliminate such behavior, but in specific market operation, it is difficult to carry out in the dealer. In this case, the sales staff want to unite the distributors to complete the sales volume. target It is very difficult. Based on my own work experience, I analyzed and summarized the following three principles of managing distributors, hoping to give readers a little help.

Empathy and influence dealers

Empathy is empathy, thinking from the other side's point of view. Dealers will not only consider themselves. profit It will also take account of many factors such as its market stability, team stability and healthy brand development. Therefore, the overall grasp policy of the company is not necessarily suitable for all distributors. Therefore, a slightly experienced dealer will not follow the manufacturer's policy requirements step by step, and will always take some amendments according to the specific circumstances of his own market. In this process, there will inevitably be some assessment objectives deviating from the direction of the manufacturers. At this point, it is necessary for salesmen to help manufacturers to help dealers with target revision, and the proper use of empathy is conducive to the development of initial work.

First of all, from the point of view of distributors, listen carefully to their ideas, try to find out their true intentions from them, and pass their thoughts to them to see what their reaction is, and then make a judgement accordingly. Generally speaking, dealers do not directly tell the manufacturer what they really think, but express their attitude through some superficial words or even practical actions. For example, dealers say that their market is difficult to compete, and the resources and costs of competing products are large. The subtext may be that the company also gives corresponding support. Dealers say their team is unstable and the turnover rate is high. It is hoped that the company can send a person to help them to manage their business team for a long time.

Secondly, contact the dealer's business team and listen to the real thoughts of the business people. Simply find business people to chat, usually do not get what they want, so it is best to invite a few business representatives to have a meal together, eat and chat, drink a little wine, basically know everything. Of course, this kind of thing should be done by the dealer, otherwise the effect will be discounted. By verifying the ideas of dealers and the ideas of salesmen, we can know to what extent the market competition is fierce, and where the main contradictions within the distributors are, and why the company's policies do not perform well in this area.

Finally, it is best to go to the market on its own, and personally feel that the market situation is more effective than anything. Although the shopkeeper's speech sounds uncomfortable, it can reveal a lot of market information. For example, if the shopkeeper reflects no gifts, then where does the company's gifts go? The shopkeeper says that some products are not good enough to sell. Does that mean that the category structure needs to be adjusted? With all these questions understood, the next step will be well carried out.

Same heart, moving dealers

The so-called "Tonglixin" is to understand that the interests of distributors are consistent with the interests of manufacturers and even the salesmen of the factories. Only when the distributors grow strong can the company develop smoothly. After finding out the real thoughts and market conditions of dealers, we can talk to distributors. At this point, first of all, I want to show my true attitude towards dealers, hoping to share with them some of the real situations they hear and see. Generally speaking, dealers will be more surprised at this time, because they want to know what real news your "outsiders" can bring.

It should be noted that in the process of conversation, we should first talk about the market situation, then talk about the situation of the business team, and finally start the topic around the distributor. For example, first tell the dealer market competition is not so intense as he heard, competing products only made a single product promotion package, and caused some pressure to the business personnel, so the business personnel only reflected that the market was not good enough. In fact, the salesmen lacked faith in their products, and lacked the sales skills, so they would take time to make a training for the business team in this respect. Secondly, the reason why the staff turnover rate is high is that the wages are uncertain and low, and there is no effective communication channel. They will sort out the salary system of the company. When they are trained, they will be told to the business people, believing that the turnover rate will be effectively reduced. Finally, I told the dealer that some of their ideas were right. The company's present policy is to solve these problems. At the operational level, the dealers' understanding is somewhat deviant, and they will reconfirm the revised plan and policy.

Dealers generally do not say anything here, but it is still difficult to have a clear attitude towards the implementation of the company's policies in the future. At this point, the salesperson can tell the dealer: he serves the customer, so attentively and sincerely, because this is the company's request, and is also the necessary work to do well in the market. If the customer does not give corresponding support and his interests can not be guaranteed, it will be difficult for him to continue to serve the customers, so he has to choose to leave, so everyone's interests are consistent and need mutual support. Generally speaking, dealers will express their full support for the implementation of the company's policies.

Same heart, grateful dealer

Idioms "work hard together" at this time is very appropriate, from distributors to business teams, all links have been opened up, next is to fully implement the company's policies and programs. At this point, it is best to be able to make a plan execution tracking table, follow up the execution situation every day, and then communicate with the distributors on some details. I believe that we will soon see the effect not only is the market well done, but also the dealers are "in charge" and the loyalty to the company has greatly improved.

Of course, dealers will thank you for helping their company grow up at this time, but please don't forget that dealers provide you with a platform to exercise and show yourself, so gratitude is mutual, and growth is also mutual. Use empathy to influence dealers, make good use of the same heart to move distributors, and finally grow with dealers, and be thankful, and the future will be better.