A brand of three fresh noodles was originally a profitable product of the company and made extensive market research. Its production technology is the Korean formula that the company bought at a high price, and the quality is so good. But why is the market response so slow and sales so unsatisfactory? Faced with this thorny problem, the author decided to go to the front line to understand the market situation in order to find a good solution.
Through several days' market research, especially the author's extensive investigation of dealers and end consumers, we finally found out many reasons for the poor inventory: First, the price of brand A Sanxian noodles is high, and the fare of18 *10g products is 13.2 yuan, which is equivalent to the price of 40 packs of products. Second, access is not in place, dealers' profits are low, and sales enthusiasm is not high. Third, consumers don't understand the products, and they are afraid of being cheated and dare not buy them rashly. After finding the "root cause" of poor sales, the author decided to prescribe the right medicine and thoroughly digest the inventory.
Adjust the price and return to the original position reasonably. In order to clear inventory quickly and avoid losses, the company decided to adjust the price of A brand products from 14 yuan/piece to 1 1 yuan/piece. Due to the large profit margin of this product, the company still reserved enough operating space. The purpose of lowering the price is to give dealers an overall impression of high quality and low price, business ideas and the company's ruthless operation of the market.
Channel promotion and scientific setting. In order to fully mobilize the enthusiasm of dealers at all levels, the planning department has formulated a marketing plan for a brand of Sanxian noodles. According to the plan, the product is equipped with an apron and sleeve head for every 20 pieces, and the monthly sales volume exceeds 1 0,000 pieces, and each piece is returned to 1 yuan, giving the dealer enough distribution profit. The establishment of channels improves the "profit" level of dealers and ensures the smooth sales channels of products.
Assess the incentive and stimulation potential. In order to avoid the phenomenon that the products in stock are transferred from the manufacturer's warehouse to the dealer's warehouse and can't reach the consumers in the end, the promotion plan stipulates that any marketer who sells a certain brand of Sanxian noodles will be rewarded with 0.5 yuan/piece by the marketing party if it is confirmed by the planning department that the dealer has no stock and has indeed sold it to the end consumers, which will be cashed in next month's salary after verification. In order to enhance the executive power of marketing personnel, the company also specially conducted professional training on how to promote brand A's three fresh noodles, so that sales promotion can be followed by "chapters" and the potential of marketing personnel can be stimulated as much as possible.
The implementation of the above measures is aimed at regions and distributors that have not yet sold the product. Therefore, once the scheme was promoted, the market response was surprisingly good. First, the price adjustment makes the product value for money. In addition, it is a new product with Korean flavor. Therefore, this product has been widely valued by these customers. Second, the setting of promotion, especially the supervision and implementation of manufacturers, makes the promotion no longer be intercepted, and the implementation of promotional products is in place, further stimulating the frequency of active purchase and secondary purchase of downstream dealers and making the sales channels smoother. Thirdly, the training and incentive assessment of marketers have increased their self-confidence and sense of responsibility. Driven by "profit", they have exerted their subjective initiative to make products quickly circulate to end consumers. According to the author's later understanding, in order to quickly digest the inventory, some marketers even visited dealers and downstream customer stores by means of parties or meetings, and personally helped dealers at all levels to carry out on-site retail distribution, which deeply touched dealers.
With the implementation of the promotion plan, products are rapidly circulating. In less than 20 days, a brand of three fresh noodles 10000 was sold out. After many efforts, the "heart disease" of a brand manufacturer was finally completely lifted.
Just when the author just breathed a sigh of relief for the processed brand of Sanxian noodles, an emergency call from a dealer "forced" me to sleep anxiously. It turned out that this dealer in B city in eastern Henan Province distributed this product for the first time. Due to the good sales in the first two months, when the new A brand Sanxian noodles went on the market, I heard a lot of "money" descriptions from marketers and got 2000 pieces at one time. As a result, except for a small part sold in urban areas, other customers rarely care. In a hurry, the dealers later lost money in some towns and only sold 65438 pieces. The customer's enthusiasm for distribution was greatly frustrated, and even threatened that he would terminate his cooperation with the manufacturers if he did not finish handling these products. It's really rainy. What should we do in this situation of hand binding?
Clever use, flexible innovation, and strive to turn the crisis into business opportunities.
For this kind of problem, there is definitely no escape. Customers are the intangible assets of the company. We can't easily lose a market and customers because of the disposal of bad inventory. The key is to find out the deep-seated causes of the problem and find out the solutions.
The author gathered the marketing personnel and regional managers in charge of the market, and after a detailed understanding of the market, finally agreed that the unsalable products in B city have a lot to do with the dealers' business ideas and promotion strategies. As long as some resources are integrated in place, the market will soon turn around. To this end, the author decided to lead marketers to the front-line "war" field, thoroughly eliminate market ills and revive customers' confidence in distribution.
Go against the market and raise the price of products. After the author "know yourself and know yourself", I learned that B is the provincial capital city, and there are more than ten national and local coal mines in its jurisdiction. The consumption level is generally high, and A brand products rarely enter the market, and the pollution is not serious. After arguing with the distributor, I persuaded the customer to use the company's existing resources and decided to add a scratch card to each box of products, with an average 0.5 yuan per box, so as to improve the added value of products and USP (.
Adjust the strategy, interlocking. In the past, the dealers in B city were all price operations in one step. Although the profit is not high, but each box only earned 0.5 yuan. However, because A brand products entered the market late, their popularity was low, and they were not recognized by consumers. Therefore, the channel has not been decided, the downstream pull is insufficient, and the dealers lack the passion for promotion. In view of this situation, the author decided, first, each dealer bought 30 pieces of this product and rewarded a desktop luxury water dispenser. Besides, each piece was given to another. 2. Accumulated actual sales within one month shall be no less than 50 pieces, and each piece shall be given an extra reward 1 yuan. Third, if you don't want a water dispenser, you can accumulate rewards, and the prize-winning sale of this item will be held for a long time. Fourth, the soldiers are divided into four groups, one for the author, one for the regional manager, one for the marketer and one for the distributor, and hold on-site brewing, free goods tasting and other activities in parties, communities, units and other places. 5. All the dealers who sell a brand of three fresh noodles will also enjoy the annual return policy, and the specific reward standards will be honored at the end of the year. The purpose of this move is to "contain" a large number of downstream dealers to stimulate dealers to actively promote sales. Create a new path and open a special link.
To be on the safe side, in addition to this normal distribution channel, the author also organized personnel to "attack" special channels such as schools, entertainment places, group buying and catering outlets after training and careful planning. Because the products are special and delicious, they are quickly accepted and more and more customers buy them again.
The adjustment of product price improves the grade of products and increases the operating space of products in the market. The implementation of promotion strategy and fuzzy rebate increases the imagination and curiosity of dealers, which not only protects the stability of market prices, but also ensures the profits of dealers from another level. The development and circulation channels of TEPCO complement each other and echo each other from beginning to end, achieving good market results.
Through this series of solid and effective work, nearly 1.700 pieces of bad inventory have been completely digested in less than one month. More importantly, the implementation of these measures has strengthened customers' confidence in distribution, made the market gradually move towards a standardized track, and "covered" dealers step by step, thus making the market develop healthily.
Dramatically, the implementation of these plans actually brought Sanxian noodles back to life. Due to the high return rate of dealers and end consumers, dealers have to buy again to meet the demand, and the products sell better and better in B city, and eventually become one of the main series products in this market.
A brand of three fresh noodles, in the case of manufacturers not paying a penny, thoroughly digested the bad inventory, led the market trend, and became the highlight of digesting inventory.
In actual production and operation, both manufacturers and distributors will face the problem of poor inventory, and no one can escape. There are also many reasons for poor inventory, which can be summarized as follows: First, manufacturers are blindly optimistic and lack reasonable and scientific forecasts for market sales, resulting in mass production and backlog. This is the case with the first example above. Second, in order to expand performance and sales, marketers exaggerate, thus giving dealers a lot of pressure on goods, leading to unsalable sales. This is the second case above. Third, dealers covet manufacturers' preferential policies, which leads to indigestion in Man Cang. Fourth, after the products are introduced to the market, due to the lack of operational ideas and different customs in different places, they cannot be sold, resulting in poor inventory and so on.
The appearance of bad inventory not only takes up a lot of money of manufacturers, but also may change from "excellent products" to "defective products" or "waste products" with a little carelessness, causing huge losses or even "nothing to return" to manufacturers. What is even more frightening is that the appearance of bad inventory, if not handled in time and properly, is likely to worsen the relationship between manufacturers, make manufacturers "turn against each other", cause a "lose-lose" outcome that no one wants to see, and further, may endanger the reputation of manufacturers and damage their brands. Therefore, the emergence of bad inventory has attracted more and more attention from manufacturers.
Different manufacturers have different solutions to deal with bad inventory. In actual operation, there are often the following measures: First, the two manufacturers cooperate to reduce prices, and the handling costs or losses are borne by both parties. This method must be carefully considered, because both manufacturers have losses. Second, factories or dealers invest and increase promotion efforts, and directly target the terminal in the form of physical promotion, which is convenient and fast to digest. This method does not involve price reduction and will not disturb the market, and because the promotion is aimed at the terminal, it is not a bad transfer of inventory, so it is generally favored by manufacturers. Third, the regional transfer of product sales. That is, from the unsalable area to the mature market or the best-selling area, the brand advantage of the mature market is used to realize the rapid digestion of inventory. This method is suitable for manufacturers with a certain maturity in the market and is one of the methods to digest indigestion inventory. Fourth, open up special links. That is to say, develop special sales channels, put aside circulation and open up group buying, catering and entertainment places. Because TEPCO is a direct terminal, there is no need to worry about returning goods, and it will not affect the normal circulation channels. Therefore, it is also one of the methods used by widely optimistic manufacturers to deal with bad inventory. Of course, each manufacturer also has its own evaluation criteria for whether it is bad inventory. As for the implementation level, manufacturers are also strictly grasping the meeting. Here, the author will not go into details.
Bad inventory is a long-standing problem that even every manufacturer will have to face. In the face of bad inventory, neither manufacturers nor distributors should be afraid or complain, let alone wait, rely on and want, but should adjust the market strategy in time with a positive attitude, so as to achieve the purpose of reasonably solving the market situation. In practice, we can find business opportunities from the crisis in an all-round and multi-angle way through the integration of marketing strategies, so as to take the initiative in crisis handling, reverse the situation, quickly digest bad inventory and achieve a win-win goal.