China's market is vast and unbalanced, which requires manufacturers to adopt differentiated competitive strategies in different regions and carry out the strategy of establishing and supporting core channels to the end-the strength of core channels is the embodiment of local strength of manufacturers. Last year, Inspur Server adjusted its channel team. In order to strengthen regional market operation, 1~2 dealers with long cooperation time, strong technical strength and good performance are selected in major regions, and they are trained and assessed in management, technology and sales, and established as regional core agents. Mega monitor adopts the channel mode of "regional business platform+specialty store". The regional business platform plays the dual role of branch and regional general agent, which is basically equivalent to the combination of "the operator of the manufacturer+the fund of the agent". The national regional business platform constitutes the core channel of Meg. In order to give full play to the positive role of the core channel, UFIDA Software Company injected capital into its core channel, or occupied a certain share, or made it a wholly-owned subsidiary. The core channel is competitiveness. After increasing the number of channels and expanding the market coverage, manufacturers began to pay attention to the quality of channels, and building core channels is an important channel operation means. In a sense, opening up the market and establishing and supporting core channels in China is a strategy that has to be adopted and done well. First of all, due to China's vast territory and obvious regional differences in economic development level, consumption level and consumption habits, the "one size fits all" market strategy is difficult to flexibly adapt to the objective needs of market competition in different regions; Secondly, the resources of manufacturers are limited. If only relying on limited resources and without external help, it is difficult for manufacturers to achieve a nationwide competitive layout; In addition, it has been proved that localization is not only a very effective strategy for multinational companies in transnational competition, but also very important for manufacturers to explore the market in China. The practice of manufacturer's market development proves the importance of establishing and supporting core channels. Qu Jingdong, deputy general manager of Lenovo's commercial marketing department, believes that if the whole channel system is a "group army", then the core channel is the elite troops in the whole "group army", with high loyalty and strong combat effectiveness. They can well understand and implement the strategic intention of the manufacturers, and keep pace with the manufacturers to the maximum extent, which will have a good demonstration and promotion effect and drive the channel system to form a virtuous circle. Especially in some major battles, the core channel will drive the whole channel system to quickly form a strong potential energy, enhance the confidence of other partners, boost morale and effectively promote the vigorous development of the market. Lenovo will choose its core partners according to three criteria: it is willing to establish a long-term and stable channel partner with Lenovo and meets Lenovo's strategic development requirements; It conforms to the long-term development interests of both parties and has its own business advantages; Has a good history of cooperation with Lenovo. Yu Cuiwei, executive vice president of Meger Technology, is also very strict about the criteria for choosing a regional business platform: "If you want to become a business platform of Meger, you must first complete the acquisition of 20 stores before you have a chance to become our business platform, otherwise you have no strength to talk to Meger at all." The core channel is the core channel of cultivation. Perhaps it is not the first channel partner that manufacturers choose when exploring regional markets, but through the "horse racing system". Without training and support, it will be difficult for the core channel to continue to play its core role. Rome was not built in a day. The strategy of establishing and supporting core channels cannot be implemented by holding channel meetings or artificially determining a channel provider as the core channel. To implement this strategy, we must first determine the overall competitive strategy and channel concept, and plan the implementation details of the core channel strategy in different regions under the unified layout. In addition to selecting partners with strength and potential, these implementation rules should mainly include how to cultivate and support core channels. According to Qu Jingdong, Lenovo has strengthened its support for core channels from four aspects: strengthening the exchange of management experience, improving the overall management level of the company, and strengthening the company's ability to "build teams, set strategies and lead teams"; Improve the technical ability of business personnel. With the continuous improvement of customer application level, the channel needs more high-level technical consultants and engineers. Therefore, Lenovo has increased technical training and certification for key business personnel to help core channels retain key technical personnel; Help improve marketing and sales capabilities. Lenovo will improve the sales ability and customer promotion ability of the channel through training and other means; Help guide the core channels to improve the information system construction, make full use of information means, and promote the improvement of business operation level and quality. Meg's support for core channels may be more direct. Meg sends business personnel directly to the regional business platform, directly facing the specialty store. Any activity and business execution in the regional market have the personal participation of Meg's staff in the business platform, and local partners mainly play the roles of investors and enterprise managers in the business platform. The strategy of establishing and supporting core channels without discriminating against "non-core channels" should be gradually implemented by manufacturers in the process of development, which is the result of manufacturers' emphasis on the quality of channel system and can reflect the process from quantitative change to qualitative change. In this process, we should be reasonable, fair and non-discriminatory. Establishing and supporting core channels means that manufacturers choose key channels to support from multi-channel partners, thus promoting the healthy development of the whole channel system and the continuous improvement of market share. There is bound to be a distribution of benefits. Therefore, manufacturers should be as reasonable as possible in the layout of core channels and specific support strategies, and should not adopt discriminatory strategies to other channel partners to maintain the order of the entire channel system-otherwise, the original intention of establishing and supporting core channels will be greatly reduced.