< p > now, from a national perspective, dealers and retailers have encountered many problems, but the problems are common.

The first problem is that its requirements are getting higher and higher, and more and more unreasonable.

The second problem is that sometimes there is no payment on time.

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< p > in fact, the rule of the market economy is always: it is not a big bully, but a big customer.

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< p > I think that to solve these two problems, dealers must first improve their thinking and judgement.

The second is to increase the added value of your services.

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< p > we stand in the perspective of retail enterprises in the "supplier management" this piece.

At present, a href= "//m.pmae.cn/news/index_c.asp" > retail enterprise < /a > gradually realizes the importance of supplier management.

In the past, in these enterprises' consciousness, how much is the cost of the supplier and how much is the charge?

But now care is more and more meticulous, for example, your personnel's ability to cooperate, your output efficiency, the arrival rate of your personnel distribution and so on are very meticulous assessment work.

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< p > what is the core of your dealings with business super? The core is a word called "customer demand management", that is, what is the demand of retailers. In fact, there are four aspects of business demand.

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< p > the first is interest demand.

This is the most important thing.

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< p > the second aspect is the process requirement. How do you connect with him?

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< p > the third requirement is knowledge information demand less than a href= "//m.pmae.cn/news/index_c.asp" > retailer < /a >.

If you can tutor him, his intimacy will increase.

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< p > there is also an emotional need in fourth aspects.

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"P", so how do you meet the needs of these four aspects? So you have to think about it.

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< p > for example, the first problem is that it is increasingly demanding and unreasonable.

You think about what he needs, that is, to analyze the needs of every supermarket and store, what is the purpose behind it.

The operation mode of WAL-MART and Carrefour is different. What WAL-MART requires is selling gross profit and making money when selling goods.

Carrefour's model is not that he is making money in the channel, that is, he keeps the normal gross profit in the extra cost.

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< p >, so analyze the situation of each < a href= "//m.pmae.cn/news/index_c.asp" > Shang Chao < /a >, what is his real demand and intention, and then adjust his strategy according to these.

For example, when you look at your recent poor sales, you will be asked to pay a lot of fees to ensure his interests. Then you have to consider whether you can increase your profit to make up for your high cost or increase sales to ensure super sales.

Only when you understand the real needs and intentions of business super, can you deal with it calmly.

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< p > second problems, many dealers say that commercial settlement is more difficult.

Have you provided a value-added service item, such as commodity category management?

Commodity category management is a job that retailers themselves have to do, but retailers do not do it, but a tool for Procter & Gamble to help retailers.

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< p > if you know the management of commodity category, you can analyze ahead of time, which items you sell, which are not good to sell, and which are not good enough to sell.

To ensure that our sales in every business super market, whether in excess or gross margin, can be the top two suppliers.

In fact, Shang Chao hopes to cooperate with such dealers.

If you sell your products to business, you will not be asking questions. If sales are bad, it will affect the business performance. He will not be afraid to offend you because your contribution is too small.

On the other hand, if you make the top two suppliers, you will make great contributions to him, so he will not dare to press your money.

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