The rapid development of China's economy, the foundation of China's consumer market, to some extent, is the dealer economy. The emergence and growth of the dealer class plays a huge positive role in the development of China's economy.

The growth history of Chinese distributors is a history of difficulties and brilliance. Dealers' groups are also differentiated as the market environment changes, and the survival of the fittest and the survival of the strong.

The above cases vividly depiction the development process of the two dealers. Nowadays, one is "confusion and confusion", the other is "walking idly in the streets". They represent different stages of the development of distributors, and are also the true portrayal and miniature of many dealers at present.

The two dealers started almost the same starting time and capital, but their achievements are different now.

Fu Qingbin, a dealer, is still in pition, thinking about the future development, but not yet clear. But Zhang Yongsheng, the dealer, has found his own position and initially formed the "core competitiveness", so it appears "calm and calm".

So why did they lead to different situations?

The author thinks that the most essential thing is "accurate positioning and core competitiveness".

Zhang Yongsheng's development is plain sailing. It is luck and opportunity on the surface. In fact, it is a good idea, firm confidence and continuous efforts. Through years of operation, it has accumulated customers and funds, found its own position, and initially formed its core competitiveness; but Fu Qing bin has gone through a bumpy situation, constantly looking for products, being passively coping with it, not clearly positioning himself, and failing to give full play to his own advantages.

The author has talked about the way out for Chinese distributors a few years ago. In today's situation, the channel of the market is becoming more and more flat, diversified and complex. The scale, differentiation and cross regional operation of enterprises will increasingly show strong development potential, which will also bring greater impact to dealers.

In the new era of distribution, the core competitiveness of the distribution system will be built by rational and scientific means and intensive marketing.

The pformation of dealers is undergoing a process of concentration - fission - re concentration.

From large state-operated wholesale stations to individual decentralization, to market segmentation, specialization and corporatization.

Under such circumstances, how should the dealers Zhang Yongsheng and Fu Qingbin go?

The author suggests that we should consider from three aspects:

　　1、進(jìn)一步轉(zhuǎn)變理念思想。

On the whole, liquor dealers are still backward and conservative.

Many dealers simply do not know what to operate, some are how the manufacturers tell them how to do it, others do what others do and follow suit.

Such a lack of planning and objective business mode, with the increasing market competition, sooner or later, will be replaced by dealers who understand business management.

In the face of the future, dealers must change their backward ideas and actively learn and draw lessons from modern management concepts and improve their own ideas. Ultimately, those who are able to survive for a long time must be those with advanced ideas, strong capabilities and "keeping pace with the times".

　　2、更加專業(yè)化。

In China, as long as there is a circulation market, dealers will have opportunities for survival and development.

The market of China is very large. Even through the "thousand villages and thousands of villages project", it is impossible for the manufacturers to get rid of all of them. The manufacturers can not directly do all the markets. They must rely on distributors to complete the distribution and maintenance. As long as there is a position in circulation, dealers will not worry about the chance of survival and development.

Therefore, dealers must base themselves on the circulation market and look for opportunities for development.

Repositioning itself, winning competitive advantage from specialty, market segmentation differentiation advantage and monopoly operation.

From product selection, category selection to target customer selection, from business process to management mode, from the positioning of business objectives to hardware and software configuration, the whole system is adjusted from "how big" to "fine, meticulous, specialized and strong".

After several years of operation, dealers will accumulate certain resources and customers in this field. By analyzing their advantages and disadvantages, they will lock in their own advantages, work hard in their specialties, dig deeper and do more professionally.

For example, Zhang Yongsheng, a dealer in the case, found a suitable product, Taishan Sheng Li Yuan, and put important energy and resources into the local liquor market.

　　3、打造最適的盈利模式。

"Fit is the best".

How do dealers shape their own profit models?

The author suggests that dealers should choose new models adapting to the changing trend according to their respective industries and their own characteristics, and create the most profitable mode.

For example, dealers can be manufacturers' regional brand operators.

This role is equivalent to the manufacturer's office.

This mode requires distributors to have the ability of terminal distribution management, brand planning and promotion, and after-sales service in the regional market, and also has certain management ability in personnel, funds, management, finance and so on.

When choosing a cooperative enterprise, distributors can choose some small and medium sized enterprises to cooperate, get more favorable conditions and resources, and have greater room for development.

In addition, if the distributor has the advantage of logistics, it can also be a terminal service provider or a logistics provider of a brand enterprise.