What are the sales channel strategies of air-conditioning industry?

Channel is the source of all marketing activities.

In the process of serving nearly 600 enterprises, Access Express has accumulated mature experience in investment promotion and channel construction, and formed a unique theoretical system and effective operation methods. It is believed that "channel is the source of all marketing". When marketing, we must first consider the sales channels, that is, we must first solve the problem of "where to sell" for enterprises. Then solve the problems of how to expand, how to scale and how to copy around the sales channels.

Midea, Haier, Gree and Chigo, as brand leaders in the air-conditioning industry, have won a place in the market with which channel model.

Beauty wholesaler-led model

Midea company has set up its own branches in almost all provinces in China, and set up offices in prefecture-level cities. In each regional market, Midea's branches and offices manage retailers through local wholesalers. The formation of the beautiful channel model is related to its early involvement in the air conditioning industry and market environment. Using this model, we can raise funds from channels, attract dealers' off-season advance payment, and ease the financial pressure. In the off-season, dealers pay manufacturers in advance, and large dealers who pay more can get more preferential discounts.

Division of labor among channel members:

Wholesalers are responsible for distribution: Midea company supplies directly to wholesalers, and then wholesalers supply to retailers. Manufacturers are responsible for setting wholesale and retail guidance prices, but wholesalers are not forced to abide by them.

Manufacturers are responsible for promotion: Midea's branches will ask wholesalers to report the list of their retailers. It is convenient to know the actual retail situation, and can also provide relevant promotional activities to retailers.

* * * After-sales service: After-sales services such as installation and maintenance are generally carried out by dealers, but the expenses are borne by the manufacturers.

The rapid channel construction believes that this model is conducive to reducing the marketing cost of Midea, using the funds of wholesalers and giving full play to the penetration ability of channels; The disadvantage is that the "wholesaler-led" channel model leads to price confusion and unstable channels.

Haier mode-direct supply

Haier has basically established its own sales branch in every province of China-Haier Industry and Trade Company. Haier Industry and Trade Company directly supplies and provides corresponding support to retailers, and also changes many retailers into Haier stores. Haier also uses some wholesalers, but the focus of its distribution network is not wholesalers, but to trade directly with retailers as much as possible to build its own retail distribution system.

In Haier's distribution network, we can see that department stores and retail stores are its main distribution forces, Haier industry and trade company is equivalent to the general agent, and the role of wholesalers is very small. At the same time, Haier's sales policy is biased towards retailers, which not only provides them with a lot of services and support, but also ensures that retailers can obtain higher gross profit margin.

The profit margin of wholesalers is limited, and the wholesale gross profit margin is generally 3 ~ 4%. Where Haier has branches, there is little room for wholesalers. However, Haier's air conditioning sales are large, the price is stable, and the profits of wholesalers are still guaranteed.

Channel division of Haier model

(1) Haier provides the decoration of Haier counters and even stores in the store, and provides a full set of store display promotional items, and some even a full set of prototypes.

(2) Haier Company undertakes most of the inventory functions, and is also responsible for rapid delivery to various retail stores.

(3) Haier provides counter promoters who are responsible for the recruitment, training and management of personnel.

(4) The marketing department of Haier Company formulates the marketing plan. Haier is responsible for the selection of materials from advertising to event planning and implementation, and retail stores generally only need to cooperate.

(5) The after-sales service network established by Haier undertakes installation and after-sales service.

(6) Haier set the retail price in the market to stop the violation of the prescribed price.

From the above-mentioned price plate design to the division of channels, Haier has provided a lot of help and support to retailers.

Many enterprises have come to the rapid construction service road to seek solutions. In the communication with them, entrepreneurs will invariably say "I want to find a professional dealer". Access Rapid Construction believes that the so-called "professional dealers" are the result of enterprise training. Nowadays, professional dealers go out on their own. Who is the dealer who is really good for the enterprise? The same people think that as long as you are optimistic about the enterprise's projects, dealers who are willing to invest time, money and energy in fighting with the enterprise are good dealers. When such a good dealer comes, the enterprise should regard itself as a kind of enterprise-it is the responsibility of the enterprise to teach non-professional dealers to make money. When an enterprise has a good franchisee, it is necessary to focus on supporting him, summarizing and refining his methods, coming from the masses and going to the masses, and summing up a set of real marketing treasures for its franchisees to learn.

The advantage of Haier's direct supply model lies in its own control of retail terminals, avoiding channel fluctuations and steadily expanding sales, which will improve the profit level of enterprises; At the same time, Haier occupies a favorable position in the store, which limits the sales activities of competitors to some extent. Because of the long-term and stable relationship with retailers, the marketing cost is greatly reduced. However, this model makes Haier need to consume a lot of resources in the early stage of channel construction, which is risky and slow to get results. Management is difficult and costly.