This is the first and most important job to effectively manage dealers. Undoubtedly, profit is the only link between dealers and production enterprises. But how many companies and marketers really care about the interests of dealers? Our enterprise sets the sales target and profit target of the enterprise every year, and then decomposes the target to the dealers, but who will help them set the profit target that they should get from the products they distribute every year? Of course, companies will say that how much money dealers earn is a matter for dealers. The marketing staff of the enterprise are busy with their sales tasks every month and every year. At the end of each month, they are trying to make dealers make more money and get more goods, racking their brains for fear that they will not get bonuses if they fail to complete the task. Who knows who cares how much money the dealer can earn this month? Have we considered what benefits dealers can get from distributing our products?

Many enterprises put forward that dealers are strategic partners of enterprises, and the author agrees with this formulation. But since they are partners, they should be equal. Then enterprises and marketers don't even know what benefits dealers can get from distributing our products and how much profit they can earn. How can we say that the distributor is our partner? I'm afraid some people will be unwilling when I talk about this. Will say that we are brand-name products, dealers will definitely get benefits and make money by distributing our products. How else can the dealer cooperate with us? Yes, dealers can get benefits and profits by selling our products. But why should we ask dealers to be loyal to us? Dealers want to distribute competitive products with high profits. Why should we interfere? Why should we accuse customers of becoming more and more uncontrollable and uncooperative? There is only one fundamental reason, that is, we neglected the banker's interest management. Because the pursuit of profit maximization is not only the goal of enterprises, but also the goal of dealers.

1, first of all, we must find out what benefits and profits dealers hope to get by distributing our products.

4. Dealer interest management's most important thing is the profit management of dealers. Care about the profits of our dealers as much as we care about our sales.

5. When making annual and monthly sales targets for dealers, help dealers to make annual and monthly profit targets, and then make marketing strategies around these targets.

6. When analyzing whether the sales target is completed, it also analyzes whether the profit target of the dealer is completed. Enterprises and marketers should regard the loss of dealers' products as a shame.

Satisfying the needs of dealers means satisfying yourself.

In addition to benefits, dealers also have various needs, which is an important task that enterprises and marketers need to study and manage. It can be said that if an enterprise and marketing personnel can accurately know the needs of dealers and meet them, then there will be no problem in the management of dealers.

1. Establish a smooth information exchange and communication platform with dealers to understand their needs. For example, many enterprises have established information exchange and communication platforms through the Internet, internal newspapers and magazines, hotlines and distributors.

2, for the needs of dealers, enterprises should put on record, and by the specialized departments and personnel responsible for.

3, for the dealer's * * * demand, the enterprise can meet, through the enterprise's * * * efforts to meet. For example, put forward the demand of "product aging needs to be updated"; I hope that the enterprise will hold a dealer meeting; Hope to open a dealer column in enterprise newspapers; Hope to receive enterprise training. ...

4. Enterprises should try their best to meet the individual needs of dealers; If it needs the satisfaction of the marketing staff, arrange the satisfaction of the marketing staff.