The relationship between manufacturers and distributors is a kind of interest relationship, not a hierarchical relationship. It is useless for manufacturers to manage the market, and it is useless to persuade or even order dealers. Driven by interests, we should tell dealers what is profitable and what is unprofitable will be punished, and urge dealers to act according to the business ideas formulated by manufacturers. This is the sales policy. For example, if the company focuses on tightening the credit policy, it will design to increase the cash discount; The focus of the company is to standardize the market order and crack down on low-priced goods, so there must be clear penalties for violations; The focus of the company is to develop new customers, and the sales policy will give more preferential treatment to dealers and encourage the development of new customers. It will be even more difficult if only the sales of dealers are assessed, but dealers are required to be in stock, not to grab goods, and actively explore new markets and new customers. In short, the dealer will always do what you evaluate and never do what you want. So how do manufacturers formulate sales policies? First, four principles should be followed in formulating sales policies. 1) Multi-sales reward: The ultimate goal of an enterprise is multi-sales and safe payment.

2) Breach of contract will be punished: there will be rewards and punishments, such as dealers selling goods at low prices and selling competing products in violation of contracts.

3) Comprehensive assessment: besides sales volume and payment, other indicators can also be assessed, such as sales volume of new products or full range of products; Develop new customers and open up new markets.

4) Regional sales: Dealers can only sell in designated areas.

Unified delivery price: that is, the ex-factory price of products remains unchanged, plus freight.

Regional unified price: that is, to set a unified price in a regional market.

The above three price systems have their own advantages and disadvantages. Unified arrival price is beneficial to control the market price, and the phenomenon of goods fleeing is less, but the market profits far away from enterprises will be lost. The unified delivery price is just the opposite, and basically does not manage the market price; The unified regional price can be adjusted according to the price situation of local competitors. Usually, manufacturers require dealers not to sell products below the prescribed reserve price. The advantages are: to ensure that dealers get a reasonable price difference; Have confidence in operating products; Willing to invest manpower and material resources; Conducive to the stable development of the market. However, the insufficient competition in the industrial products market or the relatively closed user information have caused the profiteering behavior of dealers, harmed the interests of manufacturers and hindered the opportunities for manufacturers to expand the market quickly. Therefore, manufacturers should also control the highest price. Generally speaking, there should be no difference, because the uneven market capacity in the area where dealers are located is a very important reason for the difference in dealer size. At the same time, the price disparity between large and small dealers is the main reason for cross-regional sales, and the final result must be to support large households to eliminate small households. The general practice is: the price is treated equally, and the price difference is reflected in the year-end deduction point. Sometimes you need to develop a new market or one of your competitors has little market opportunity when the price in a certain market is particularly low. We can adopt a lower unified regional price, but we should pay attention to the phenomenon that low-priced goods may flee to other regions.

2) rebate policy design 1) three rebate policies ① sales rebate-step rebate

The dealer's annual sales amount reaches x x million RMB, and the manufacturer takes x% of the sales amount as the year-end rebate (quarterly/monthly). Divided into cash and in-kind rebates.

② In addition to the sales discount, the comprehensive rebate also assesses other indicators, including:

Cash discount: this discount is the same for all dealers, as long as it is cash and spot.

Franchise discount: exclusive condition, you can enjoy a discount if you don't run competing products, otherwise you won't enjoy a discount.

Discount on market orders: no goods are sold at low prices, but manufacturers often can't produce definitive evidence.

Discount on all products: You need to represent all products to get a discount, instead of selling only a few best-selling products.

. . . .

③ Open button and hidden button: Open button, which specifies how many buttons you can get after completing the task.

Conceal deduction: promise to deduct points, but don't disclose the exact number.

3) Credit policy design Credit policies mainly include: cash spot, credit, laying the foundation, and the time limit for accepting bills. Some enterprises regard cash spot as the only condition for choosing dealers. In fact, this is the same as credit without any control, lacking real credit management ability. Whether an enterprise adopts a loose or strict credit policy is related to the following factors besides perfecting its own credit management system: 1) adopting a loose credit policy: brand-global brand network-low visibility; Enterprises explore new markets; Promote new products; Enterprise inventory is too large; The market competition is too fierce; Good legal environment, etc. 2) Adopt strict credit policy; High brand awareness; Products are in short supply; Products with special specifications; Low-profit products; The legal environment is bad. Case: Enterprise A is an international chemical raw material enterprise. It entered the China market only when China's economic environment was bad and triangular debts were rampant. Due to the ignorance of the domestic situation and high expectations of the China market, the enterprise has developed a large number of dealers, who will deliver the goods as long as they sign the contract. As a result, in less than a year, its accounts receivable were almost equal to its sales volume. On the one hand, it continued to deliver goods, but on the other hand, it didn't even have the money to buy raw materials. It needed constant blood transfusion from the headquarters, and even blocked suppliers at the factory gate, and financial managers and purchasing managers had to leave from the back door. After drawing a painful lesson, Company A decided to switch from selling on credit to selling in cash, but it was so easy to switch from selling on credit to selling in cash immediately. It has long been a practice to sell on credit in the industry. If the sales volume drops sharply or the sales turn around, the problem will be even greater. Company A decided to sell on credit and sell in cash, but the cash discount was 5% more than the credit sale, which was directly deducted from the order. At first, some dealers were disgusted and formed an offensive and defensive alliance, insisting on taking delivery on credit, but any price alliance was powerless. When one or two dealers secretly start purchasing cash, more dealers can only follow suit, otherwise they will not be competitive in the market. After half a year, almost 85% of the dealers bought goods in cash, and the remaining dealers were naturally eliminated. Enterprise A has successfully transformed, and its financial and sales situation has embarked on a benign development track. Comments: Company A undoubtedly took an adventurous move and risked the destruction of the price system. However, extreme measure is needed in extraordinary times. Through profit-driven and market oppression, Company A has pulled dealers from credit sales to cash sales, which is really effective. But there is a premise that the product is very popular, otherwise there is a danger that a large number of dealers will defect. 4) Regional policies aim at regulating market order and stable development of the market. Distributors shall not sell in their contracted areas, nor sell or skip goods across regions. Otherwise, the corresponding penalties include: fines, price increases, deduction of rebates, reduction of area, and even disqualification. In general, it is also best not to sign a written exclusive agency agreement with customers, even if the dealer is actually an exclusive agent. If you have to sign an exclusive agency agreement, you need to pay attention to stating in the agreement: annual sales target and decomposed sales target; Do not operate competing products; Do not skip goods, dump at low prices; If the company needs to represent all products, it has the right to narrow the area or even cancel the agency qualification. , and failed to reach the target or violated the agreement for three consecutive months. Welcome to discuss your views with Lu Heping, author of glob Brand (Global Brand Network) and partner of Peking University Zongheng Management Consulting Company. Channel management experts and consulting experts in industrial products and building materials industries have unique insights and in-depth research on key account marketing strategies, key account sales and management, and customer relations. ) Enter the Lu Heping column.