Dealer how to break the shackles of manufacturers to implement the difference of marketing.docVIP

Dealer how to break the shackles of manufacturers to implement the difference of marketing.doc

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Dealer how to break the shackles of manufacturers to implement the difference of marketing

 PAGE \* MERGEFORMAT 10 Dealer how to break the shackles of manufacturers to implement the difference of marketing Dealer as a marketing channel on a link, the main feature is a “co-transferee Kai” role, such as the manufacturers of the product and marketing policy passed to the next level of the network and took the next level of needs and views of the network transmission to the manufacturers. In this transfer process, due to various factors, the dealer is likely to degenerate into a “warehouse”, just to play the role of transfer of inventory to the next level by manufacturers and the blame and contempt network. However, dealers have to play a positive role, but also not an easy matter, because the product by the manufacturers, the price is uniformly formulated by the manufacturer, factory hard by the implementation of marketing policy, how can we play a good dealer should have their own functions? Marketing on the 4P’s “product” and “price” of two elements, have been firmly controlled by manufacturers, distributors can do only from the “ad”, “promotion”, “public relations” and other aspects of doing the article . Therefore, dealers have to reverse the passive situation, must have their own marketing ideas and methods should also have their own excellent marketing team, which constitutes its own unique marketing “brain” and “hands” to achieve a breakthrough in operational . First, to establish their own marketing “brain.” In other words, the dealer should have their own marketing planning team, which may be dealer himself, perhaps a master marketing plan within the region, perhaps the collective wisdom of his employee, but in any case, dealers can not lie in marketing manufacturers policy, “go with the flow.” One reason: the marketing policy of manufacturers for its entire market, not to achieve specific market differentiation. The second reason: dealers within the region itself is also a vastly different market conditions, but not “to an enemy mil

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