When it comes to how to establish a dealer management system, we must first understand that wholesalers, especially the last grade wholesalers, occupy a large proportion in our distributors. There are widespread phenomena of low education level, poor sense of marketing and loose management. This is especially prominent in the field of fast moving consumer goods. Over 90% of them belong to individual businesses. Dealers who have a sound management system and professional marketing team are few and far between.

Under normal circumstances, there are few internal business statistics and financial analysis reports, many of them are randomly managed, and their duties and responsibilities are unknown.

So, in today's increasingly fierce market competition and the increasingly strong terminal channels, what aspects should our dealers set up to adapt to the competitive development management system?

The following is a brief discussion of one or two.

First, establish a human resource management system of "appointing people for merit".

Nowadays, many dealers are not cronyism, but cronyism. Because most distributors are small in scale and have little demand for their quality, their relatives and friends have become the core backbone force. As time passes, they can not effectively manage employees because of their feelings. This nepotism has seriously restricted the development of dealers to a certain extent.

Today, if dealers want to be bigger and stronger, they must introduce talents and eliminate the short - term sense of "the most reliable" of family members and relatives. Because, compared with upstream agents and manufacturers, dealers lack capital, but talent.

In the management of human resources, distributors should establish a set of scientific personnel management system, including personnel reserve, pre job training, performance appraisal, job promotion and so on.

Two, establish a "clear account" financial management system:

At present, the financial management of many dealers only stay in the simple diary of "sunrise and sunrise", and the expenses of operating expenses are arbitrary, the procedures are incomplete, and can not be reflected through sound financial accounts.

In the eyes of most dealers, the money they earn can of course be used. The sole approver may be his wife. His wife will play the role of "chief financial officer" most of the time. As to their respective wage standards, reimbursement standards, shopping standards and hospitality standards, there is no complete spectrum, and there is no sound procedure and system to control them.

Therefore, many dealers sometimes feel puzzled: "do I earn a lot of money in peacetime?"

How much is it at the end of the year?

Therefore, dealers must establish and improve their own financial management system, regardless of monthly sales, profit and loss, assets and liabilities, etc., so that we can know how much we earn.

How much is it?

From what aspects should we reduce operating costs and turn losses into profits?

Three, establish the marketing management system of "duty and detail":

In the management mode of dealers, it is easy to find that the phenomenon of "one person with one person" and "one person with multiple jobs" is the most common phenomenon. For small dealers, there is no way to do this, but many of them do not perform well because of their unclear responsibilities.

I believe that in today's increasingly fierce market competition, we must first establish a strong quality marketing team, for each person must fully clarify their "responsibilities, rights, benefits", who sells, who deliver, etc. should be implemented to the people; for cross work, and several people should also be how to assess and so on should be fully institutionalized.

In marketing management, the cooperation with upstream agents or manufacturers should also be carefully considered. In this regard, in order to effectively mobilize the enthusiasm of employees, we can implement market policy decentralization, so that employees can have flexible and flexible market operation space, carry out regional market responsibilities and linking them, so that they really get rid of the mentality of migrant workers, and operate the management market from the perspective of operators, thereby increasing the team's sense of ownership and enhancing the cohesion and fighting strength of enterprises.

In addition, business personnel should also be trained in job training, competition work, performance appraisal and survival of the fittest. Dealers should normally require regular reporting of business personnel, feedback timely market information to the company, requiring business personnel to provide product information feedback forms, downline dealer inventory lists, market dynamic tables and terminal inventory schedules, so as to enable the company to respond promptly, flexibly and effectively to market changes and monitor market dynamics in time.

Four, establish a "scientific and standardized" product management system:

At present, many dealers' management of products is mostly extensive management mode, and the products they sell are naturally sold, and today's refined product management is more conducive to dealers to accelerate the flow of products and the docking with upstream channels.

First, dealers should pay attention to the on-site management of "storefront" and "storeroom", and implement the basic principles of "first in first out" and "safety and hygiene".

Usually, classified management of brand products, new products, and old products should be carried out. For diversified dealers, the daily management of different categories of products in registration and storage should be done. For example, drinks, non-staple food, liquor, candy and other products all need to establish corresponding "in and out" process monitoring and management system; "at the same time, we should do well in monitoring the daily flow of products and after sales, and actively cooperate with upstream agents or manufacturers to enhance product sales.

Once the dealer finds the quality of the product, it should give feedback to the manufacturer and cooperate to assist in the investigation and processing at the first time.

Therefore, for the management of products, dealers must constantly establish and improve in the aspects of "store daily sales", "storeroom management", "distribution service", "loss of service" and "rights protection service".

In addition, in product management, we must establish a strict market research and product monitoring system. Only by constantly analyzing the market consumption and market carrying conditions can we maintain a reasonable market throughput. This is very important, which can avoid investment risks and prevent customer turnover caused by outage.

Five, establish a system of "complementary advantages":

Today, "manufacturers' cooperation"