A Brief Analysis Of How Dealers Do Well In Product Management

< p > under the new situation of increasingly fierce market competition and homogenization of marketing, dealers should make 6 management steps so as to get rid of the dilemma of scale failure.

Products are the lifeline of distributors. Strategic and skillful product management is a sufficient guarantee for dealers to continuously gain profits.

But in reality, some dealers do not know or are good at product management, so they sell a lot, but their actual profits are very low.

< /p >

< p > under the new situation of increasingly fierce market competition and homogenization of marketing, dealers should make 6 management steps so as to get rid of the dilemma of scale failure.

< /p >

< p > < strong > Management: the first step: product introduction < /strong > < /p >

< p > strictly speaking, the product management of distributors begins with the introduction of products.

< /p >

< p > choose what products to sell. You must proceed from your own reality. The products you represent must be products with high quality and at the same time meet the needs of the market.

The impractical way or blindly taking into account the face of the blind, the introduction of products blindly, is bound to let dealers "tail can not throw away", increase the endless loss.

< /p >

< p > < strong > management second steps: clear < a href= > //www.sjfzxm.com/news/index_c.asp > Product Group < /a > location < /strong > /p >

< p > product positioning should be divided into two kinds: one is external, that is, the role played in the market, for example, we usually say: low-grade products grab the market, mid-range products seek sales volume, high-end product tree image.

In fact, whether it is a product brand of different manufacturers or a different product line of a manufacturer, it plays a role of "spoiler" or "cannon fodder", or is it a long-term product that nurtures the market and seeks long-term interests? It must have a clear product role orientation and try to avoid any confusion.

< /p >

< p > two is internal, which brands or products are diluted cost, which brands or products are seeking profits.

High quality products may not be able to get huge profits. Low-grade products are not without action. Everything must be decided after comparison.

Dealers have their own products divided into four categories: quantity, profit, quantity, profit and quantity.

The products of the two categories of products are bundled up with the best selling products with good quantity and no profits, so as to improve the product structure, drive the sales of the whole product group, and build a good platform for product profit.

< /p >

< p > < strong > Management: the third step: the promotion and sale of products < /strong > < /p >

< p > product promotion and sales is the focus of product management, and must be managed to the process.

The so-called tube to process, including the following four aspects: whether the first product is acceptable to distributors or retailers of downstream channels? If not, what is the reason? If accepted, what is the reason, it is welcomed by channels, and can it be copied and promoted later? < /p >

< p > second is the acceptance of consumers. Consumers are the touchstones of whether a brand or product can stand on the market. The product's effect, packaging, price, customer's turning back rate and customers are concerned about brand, product, place of origin, price, promotion, etc. when buying products.

All of these require dealers and their staff to observe carefully and communicate with manufacturers in order to improve or adjust the operation plan; < /p >

< p > Third, compared with competing products, do more SWOT analysis: where are the advantages or disadvantages of the products? What are the threats and opportunities? What is the actual performance of the market, and what needs to be adjusted or improved? < /p >

< p > finally, product sales.

It is necessary for dealers to check and summarize the aspects of product display vividly, promotion design and execution effect, and terminal customer relationship building.

< /p >

< p > < strong > management fourth steps: product < a href= "//www.sjfzxm.com/news/index_c.asp" > circulation < /a > management < /strong > /p >

< p > product turnover management includes product inventory and inventory turnover.

In product inventory, we can adopt the 1.5 times safety stock rule commonly used in the field of fast moving products, so as to keep the reasonable stock of products and avoid losses caused by shortages and shortages.

At the same time, it can also effectively avoid the risk of capital stagnation caused by too much inventory.

The need to remind dealers is not to covet the temptation policy of manufacturers.

Some dealers' inventory is far beyond their actual digestion capacity, resulting in the product's peak period and separating from the manufacturers.

And inventory turnover, that is, when the terminal patrol officers are tallying the goods, they should use the principle of first in first out, and put them on the shelves in time to facilitate customers to purchase. This is the work content that dealers need to focus on clearly and demanding in making the terminal visit standards.

< /p >

< p > < strong > management fifth steps: < a href= "//www.sjfzxm.com/news/index_c.asp" > Product Assessment < /a > and elimination < /strong > /p >

< p > dealers should regularly sort out the products of their agents and design certain sales or profit standards to assess them, and keep them up to standard and not conform to the standard "chicken ribs" products, and make timely elimination plans.

For reserved products, it is necessary to determine which products should be focused on sales, or which should be focused on, which products need to be nurtured or promoted or even supported by manufacturers according to the rule of 2 to 8.

After the examination and elimination, dealers can optimize the allocation of resources, so that "good steel can be used on the knife edge" instead of average effort, but without investment.

< /p >

< p > < strong > Management: the sixth step: lifecycle management < /strong > /p >

< p > in the new product introduction period, the distributor should give the downstream distributors a higher profit level than the competing products, do product research and forecast, and maintain timely and good communication with the manufacturers. In the period of product development, dealers should vigorously expand the sales channels, increase sales outlets, increase the coverage density, and do well in sales and service work; < /p >

In the period of product maturity, dealers should cooperate with manufacturers to take more forms of sales promotion to achieve seamless connection of sales network. It is suggested that enterprises improve and upgrade products and pay attention to nurturing new products. In the period of product saturation, distributors should continuously expand new channels, such as group buying channels, Internet channels, etc., and also focus on promoting improvement and replacement products to make up for the sales deficit caused by aging products; < /p > p

< p > in the period of product decline or death, dealers can take natural marketing methods to reduce operating costs, or make prompt decisions, take early retirement and take the initiative to promote new brands or products in a timely manner so as to maintain the normal operation and growth of the market.

< /p >