Strengthen the supervision of dealers

(1) Establish a complete dealer account opening system

When manufacturers develop new markets or segment target markets When choosing a dealer, it is necessary to conduct a full and scientific evaluation. This not only finds a partner for future sales, but also reduces the business risks brought about by the increasingly fierce market competition. When we face the reality of a "buyer's market", this is a job that gets twice the result with half the effort.

Therefore, it is particularly important to evaluate dealers before cooperation. The contents of the assessment should include:

1. The credit status of the dealer;

Including: enterprise development status, reputation in the industry, historical transaction records, presence in the sales channel, Downstream evaluation, etc.

2. The financial status of the dealer;

Including: the nature of the enterprise, registered capital, sources of funds, fixed assets, working capital, debt status of the enterprise, debt repayment ability, dealer Accounts receivable, etc.

3. The operating status of the dealer;

Including: the company’s development direction, the person in charge’s business philosophy, main sales channels, whether it has experience in the industry, and whether it distributes competitive products , whether there are agents for best-selling products, sales team, sales scale, warehousing, logistics and distribution systems, etc.

4. Personal information of the person in charge;

Including: social status, family background, personal background, family members, marital status, personal hobbies, bad habits, etc.

(2) Supervision of cooperative dealers

1. Strengthen dealers’ awareness of payment collection;

When dealers handle accounts payable, The order of payment will be selected based on the following principles:

a. How much it contributes to the dealer's profit;

b. How much the agent product sales amount

c. The status of agent products in the minds of dealers;

d. The degree of maintenance of customer relationships;

e. The degree to which manufacturers manage payment;

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We must regularly strengthen dealers' awareness of repayment, put our company's payment order at the front, and become the dealer's first payment order is our goal and direction of efforts.

2. Control shipments to reduce accounts receivable;

According to the actual operating conditions of the dealer, the method of "multiple batches and small quantities" can effectively control accounts receivable. . Based on personal past experience, it is appropriate to ship 1 to 2 times a month, that is, the volume of each shipment is the dealer's sales volume for 15 to 30 days.

3. Proper channel promotion to reduce accounts receivable;

According to the 20/80 principle, the management of accounts receivable for 20% of key customers should be Collection management is a top priority. Implementing channel promotion policies can effectively reduce manufacturers' accounts receivable. However, this method should be used with caution and should not be used excessively (once a year is appropriate). At the same time, it is recommended to use channel promotions as a condition in the middle of the year and year-end rebates as a condition at the end of the year to encourage key customers to reduce accounts receivable.

4. Establish an inventory management system for dealers;

Through dynamic management of dealer inventory (sales frequency, sales quantity, sales channels, coverage areas, etc.), timely understanding of distribution To ensure the normal operation of sales and effectively control accounts receivable.

(3) Danger signs that dealers are in arrears

In daily operations and management, some information from dealers can serve as a warning to the safety of manufacturers’ payments. . For example:

1. Relocation of office locations from high-end to low-end;

2. Frequent changes in management and business personnel, and an increase in the number of employees leaving the company;

3. Received legal proceedings from other companies;

4. Frequent avoidance by company financial personnel;

5. Payments are delayed compared to the past; deadlines are often exceeded;

6. Breaking payment commitments many times;

7. The person in charge of the company is often unable to be found;

8. The person in charge of the company has an accident;

9. The company There are serious internal conflicts at the decision-making level, and the future development direction is unclear.

10. The company has other unprofitable investments (speculation) such as stocks, futures, etc.;

11. Abnormal failure to respond to phone calls;

12. Issue a large number of promissory notes;

13. The bank returns the check (reason: insufficient balance);

14. There are too many accounts receivable and it is difficult to withdraw funds;< /p>

15. Switching banks too frequently;

16. Selling goods at a low price (lower than the supplier’s reserve price)

17. Suddenly placing an order that is too large (Far beyond the sales capacity of the region);

18. Development too fast (management and operation cannot develop simultaneously);

When the above dangerous information appears to the dealer, the manufacturer will take Decisive and rapid response measures can reduce the risk of collection of accounts receivable.

Strengthen the management of sales staff

(1) Strengthen the principle of sales staff

In the actual sales management process, we will feel that the sales staff Always help dealers ask for more benefits from manufacturers. How sales staff handle the relationship between manufacturers and dealers is an important issue. We often hear: "Manufacturers and dealers must achieve maximum success", but it is not easy to achieve this. Therefore, while maintaining a good customer relationship with dealers, sales staff must strengthen their principles, that is, the relationship between sales staff's compassion and professional ethics, and implement the sales policies formulated by the company to the letter. (Accounts Receivable Management).

(2) Strengthen sales staff’s awareness of payment collection

We should develop good habits among sales staff: one week before the payment collection deadline, call or visit the person in charge to predict the result. The payment date; determine the payment date three days before the deadline. If you cannot keep the appointment, you should inform the other party that one of your colleagues will go to handle it. If the other party cannot keep the appointment, you should advise the other party to authorize other people to follow up on the payment; you must be on time on the settlement day. Go visit.

1. Because time is the protective umbrella for debtors, the longer the time, the lower the success rate of collection:

Delinquency time (months) 1 2 3 6 9 12 24

Success rate 93% 85% 73% 57% 42% 25% 13%

2. Final collection period

a. The number of days the customer is in arrears should not exceed 1/3 of the payment period; if it exceeds, immediate action should be taken to recover;

b. If the period is 30 days, the final collection period cannot exceed 40 days;

c , If the time limit is 60 days, the final collection period cannot exceed 80 days;

d. If you do not pursue the payment immediately, it is equivalent to giving up the opportunity for payment to other companies, and at the same time, the company's business risks Increase accordingly.

(3) Strengthen sales staff’s terminal management and maintenance capabilities

Establishing a set of effective terminal maintenance management methods can not only reduce dealers’ operating risks and ensure manufacturers’ payment safety; at the same time, it can also improve sales performance, improve the company's image and product image's status among dealers, which is beneficial to the timely settlement of accounts receivable.

We must remember:

To ensure the manufacturer's sales collection, we must ensure the dealer's sales collection.

If manufacturers want to increase their business, they must ensure dealers’ business.

(4) Improve sales staff’s collection skills

Sales staff play a very important role in successfully collecting accounts, and sales staff should be strengthened in this aspect in their daily work. Training:

1. Use common sense;

2. Recovery letters;

3. Rich and complete customer information files;

< p>4. Ask the other party to write a letter of commitment to pay the debt and stamp it with the official seal;

5. Direct contact with the person in charge;

6. Recording;

7. Ask the police for help;

8. Be cautious;

9. Enrich your knowledge in finance, banking, etc. Such as: check, wire transfer, money order, acceptance draft, refunded check, etc.