How to maintain lubricant dealers?

Choose a suitable dealer base, take "win-win" as the main line, pay attention to emotional investment, severely punish illegal dealers, and pay attention to avoiding dealer risks.

1) Choosing the right dealer is the premise of managing the dealer well. For example, the company recruits new employees, and no matter how hard the training is, it will not succeed, which will often bring losses to the company. This is especially true when looking for new distributors. The actual operator will beautify the new dealer for quick results or considering personal interests. Therefore, it is necessary to strictly evaluate the new dealers, and the audit department should seriously audit independently and ensure the entrance. At present, with the strength of Company B, the most suitable distributor can be developed. I suggest that the dealers with development potential are the most worthy of training, so that the company can grow together and concentrate more on the work of Company B. A large number of dealers can cooperate, but generally they are not concentrated and cannot share joys and sorrows. If a dealer buys the first BMW to be a company B, and a BMW dealer also buys a BMW after being a company B, and both make money to buy a BMW to be a company B, then their loyalty to the company will be very different. The former can share the same fate with company B. Choosing the right dealer mainly depends on three indicators: hardware (current brand, capital, warehouse, vehicles, business personnel, outlets, etc. ) and software (credit, terminal awareness, management ability, customer relationship, special resources, etc. A dealer with serious defects in special software, no matter how to cultivate and manage it, can't achieve good results, but it wastes the company's resources and should be rejected.

2) Long-term cooperation between "win-win" manufacturers is a main line. First of all, we should do our own work well, and dealers in other related departments of the sales department should establish this basic consciousness. At the same time, the general manager's office and other functional departments can set up dealer complaint telephone numbers to respond to the reasonable demands of dealers. At the same time, it can also find and effectively resolve the contradiction between local managers and distributors in time, and in turn supervise the work of local sales teams. Under this principle, dealers will be severely punished if they unreasonably demand things that harm the interests of manufacturers. Before the punishment, both parties need to recognize and sign an agreement or a letter of commitment and other documents to be justified. For example, dealers sign a letter of commitment not to cross-sell, and offenders will be fined as promised, and will be notified to the whole country as an example. Ensuring the reasonable profit margin of dealers is the most important aspect, so we must do a good job in price management, set a minimum selling price for retail prices, strictly enforce it in all localities, and establish a system to punish those responsible.

3) Invest in feelings and be a human company. Customer relationship is low-cost and high-yield, as well as for shops and distributors. The biggest feature of China society is acquaintance society, which stresses human feelings and loves face. This is especially true for dealers, especially those in the north. Generally speaking, we not only let the dealer make money, but also let him have face. He must be from Company B. For example, we can set up some quarterly and annual honorary titles for excellent dealers, such as "Best Progress Award", "Best Exhibition Award", "Gold Dealer" and "Together for Five Years", and just make bronze medals and give them to him. Many dealer bosses are very proud of their desks, even better than our cash reward of 654.38 million. The top management of the company visits key dealers from time to time, so that they can realize the importance attached to him by the company leaders. Part of the cash rebate to dealers can be realized in the form of travel incentives, and a trip to Southeast Asia will cost thousands of dollars. Many dealers have never been abroad because they have no time. Because company B will definitely leave a lifelong impression on the dealer when he goes abroad for the first time, and he will do great things at low cost, ensuring that he will publicize the goodness of company B everywhere for half a year, and naturally he will go all out to promote it. The most fundamental purpose of dealer management is to do a good job in company B and do a good job in sales. Wouldn't it be better if he was still willing to do it?

4) Let dealers maintain a moderate sense of crisis. Life is too beautiful to cherish, for employees and dealers alike. If you don't advance or retreat, you can set the following terms in the contract: "Our company has the right to unilaterally terminate the contract for the dealer whose sales volume can't complete the sales task for three consecutive months without compensation for the losses caused by it", "If Party B (the dealer) has no blank outlets, our company has the right to choose other dealers to operate" and so on.

5) Establish dealer dynamic early warning. No matter what happens, even the best dealer may go bankrupt. Local business personnel should always be alert to the overall operation of dealers and make effective analysis and feedback on abnormal phenomena, especially for dealers with accounts receivable.

6) Key cities need to set up more than 2 dealers. The sales volume of key cities is large, which has a demonstration effect on neighboring cities and affects the confidence of neighboring cities in selling other dealers. For example, it is very important to do a good job in Xi 'an in the northwest, which directly affects the sales of the five northwest provinces. Many northwest dealers go to Xi 'an to see what products sell well and promote what products. There is only one dealer in key cities with certain risks. If there is a big problem with this dealer, a new dealer will be launched soon, and it will take some running-in time to adapt to the company, which will often cause great market turmoil. Setting up two dealers can also maintain their moderate competition and give full play to their subjective initiative.

7) As a last resort, you can't easily change a dealer with certain strength. One is that it needs a lot of money to transfer, and the other is that old dealers try their best to destroy the ring. This kind of dealer has a certain strength to prove that he has a certain operational ability, often because of personnel disputes or cost problems. It's easy to give in to each other for specific problems. If the business philosophy can't keep up with the development of the company, we can reduce the business outlets step by step and replace them step by step.

8) Establish the "Core Advisory Committee of Big B Company". On the one hand, we can listen to their opinions and improve our own work, on the other hand, we can attract the core dealers around Company B, so that they can do their best to do things well in Company B. ..

Dealer management, one of the core tasks of the company, has different requirements for enterprises in different industries, different scales and different stages of development, but the basic principles and methods are still similar. Success is also a dealer, and failure is also a dealer. Many enterprises repeat themselves, do their own internal affairs well, enhance their strength and guard against channel risks, which will always be our business theme.