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Problems and diagnosis of small and medium sized enterprise channels
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Problems and diagnosis of small and medium sized enterprise channels
For small and medium enterprises in the capital, management, manpower and so on can not be compared with large enterprises, then in the fierce market competition, when and how to expand channels for small and medium enterprises, but also as how to correct errors in advance do to achieve a breakthrough? Although SMEs in different industries vary widely, but in the field channels, it has a striking similarity - after all, de-interlacing does not repeat arguments.
To know themselves, it is essential!
Case: a beverage company with annual sales of just more than 300 million, salesman a total of 10 people, but Wang, owner of the business has more than a cat painted like tigers in accordance with Wahaha, a unified manner such as good corporate channels for manoeuvering, easily replaced dealers, dislike and avoid the development of large primary and secondary end-KA, a few years down the sales falling instead of rising, businesses gradually fallen into a valley.
Diagnosis: goes speakers, there is no diamond, porcelain Jiubeng football live! In the enterprise development process, each owner of the enterprise should be carefully and correctly judge the situation. Various aspects of the enterprise at an early stage when the entrepreneur should first be put right mentality to survive the first place to look at business goals. Ye Hao Procter amp;amp; Gamble, Coca-Cola but all these companies are indeed very good in all aspects, but you should see that a few decades or even centuries before the difficult journey of the brilliant achievements of their status today. They have channels to control have reached a very skilled point, but also have sufficient capital to curb the channel, such as the strong brand power, adequate cash flow, the system’s human infrastructure and so on.
Take the case of the beverage enterprises, regardless of abundance of capital, or human capital, are ext
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