Dealer Management Thinking.docVIP

 PAGE \* MERGEFORMAT 5 Dealer Management Thinking In the dealer’s management process, the prevalence of some dealers will not be completed sales tasks, does not actively cooperate with the company’s work, not the company up to the requirements of the various indicators such as these issues. Therefore, companies often feel dissatisfied with some dealers. In dealing with these issues, companies tend to take some, such as pricing policies, awards, allowances and other positive measures to provide incentives; if they do not work, they would take such steps as picky criticism, to reduce their profits or reduction in services, threats and even suspension of cooperation and other means to punish the negative. However, these means of stress-type responses are often not achieve good results, even lead to a more complex situation. If the company stood dealer perspective these issues, it becomes very easy to understand. First, the dealer is an independent, in order to achieve their goals the highest functions, is free to formulate policies without interference from other marketing agencies; rather than a company employed sales chain link. If the company’s policies and requirements in line with his interests, he would actively seek to implement; if there is no interest for him, he would not actively to implement them. Second, the dealer first, according to market demand for marketing activities, and then take into account the company’s requirements. Dealers actively selling the product must be customers willing to buy the product, rather than the company wanted him to sell products. Third, the dealers and not just running a company’s products. So he can not put all the resources and energy aside. Fourth, the distributor of resources, power and management capabilities are limited. So he has taken certain actions will amount to less than the company’s requirements. When we stand in terms dealers consider these questions, we will actively seek to find a better solution