Generally speaking, there are two situations in which the banker lacks funds. One is the limited self-owned funds of dealers, and the other is the poor management of capital flow, which largely precipitates to channels and terminals.
Innovative financing methods
First, establish a real financial accounting system, dig out invisible loss-making products, and thus loosen your own funds. The so-called invisible loss-making products are products that seem to be selling normally on the surface, but in fact have been losing money. The share of invisible products of dealers generally accounts for about 5-20% of all products. While these invisible loss-making products are losing money, they also occupy a lot of valuable working capital of dealers. Getting rid of these invisible loss-making products can not only increase their profit opportunities, but also alleviate the shortage of funds for dealers.
Second, formulate product lines and control the increase of new products; Reduce inventory, increase turnover, and clean up some products and downstream customers with lower returns and more funds. Not all manufacturers are profit contributors, and not all downstream customers are valuable. Therefore, what should be streamlined should be streamlined, and what should be cut should not be soft.
Third, innovate the access channels and financing methods of external funds, broaden channels, attract external funds, and ease the financial dilemma. This is the most worthwhile way for dealers. Here are some attempts worth learning:
1. Employees who have worked for more than three years will open shares, with each share of 10000 yuan, and participate in dividends at the end of the year. The reason for limiting the participation of employees who have worked for more than three years is to create an atmosphere and create a threshold to stimulate the participation of all employees.
2. Encourage some employees to start their own businesses.
Develop employees into customers, for example, as the second batch of suppliers. During the start-up, give these employees relevant incentive policies, provide them with vehicle and storage support, and even teach them management skills. In exchange, the company will become their exclusive upstream supplier to improve cash recovery.
3. Cooperate with the labor service companies of public institutions, take the technical output of management as the auxiliary condition, take commodities as shares, cooperate and operate, focus on the group buying market, and realize the order-based purchase and sale of commodities. The labor service companies in many institutions are often run by non-professional operators, with high input cost and low income. They are not short of money, but they are in urgent need of operation and management technology.
4. The government borrows money, or applies to the bank for personal business loans through subordinate employees and their relatives. According to relevant policies, individuals who start their own businesses (especially post employees) can apply for personal business loans from banks, with the amount ranging from 30,000-10/00,000. However, this requires relevant business project plans and guarantors. Employees start their own businesses, and their business projects can be business cooperation plans with distributors, and distributors can also act as guarantors.
5. Looking for investors through local acquaintances, due to the regulation and control of national macro policies, there are a large number of quitters in real estate, mining and other industries, and there are a lot of idle funds on hand.
The boss himself is often in a rest period. When there are no new business projects to run for the time being, he will make short-term investments with the funds at hand, such as taking shares in local companies (familiar, of course, or introduced by acquaintances) or buying relatively stable bank funds. Dealer owners can use local connections to find such investors and persuade them to invest.
Avoid being occupied by distribution channels and terminals.
Bo Jianxin, an expert on dealer issues, believes that the shortage of funds for dealers is not only due to their own shortage of funds and financing difficulties, but also due to poor fund management. It is a common problem that the funds of dealers are occupied by channels and terminals, and it is also a thorny problem. Generally speaking, the funds occupied by dealers mainly exist in the following places:
1. Channel occupation of large and medium-sized supermarkets. At present, KA stores and medium-sized supermarkets or supermarket chains have more and more right to speak in the market, and the pressure on dealers is also increasing. At present, the business practice of these super terminals is to ask dealers for a long account period and sell on credit, so that the account period (global brand network) is as short as 45 days and as long as 3 months, and the amount of goods pressed ranges from tens of thousands to hundreds of thousands. All these have brought a heavy burden to the dealers. The cooperation between dealers and manufacturers is cash spot, while for KA stores and medium-sized supermarkets, credit sale and account period are adopted, so the funds of dealers have to be occupied by channels for free.
2. The overstocked goods in the dealer's warehouse occupy funds. Dealers need to keep a certain inventory of the products they sell in order to replenish the market at any time, but poor inventory management can easily lead to improper use of funds: unsalable products have a large inventory, while best-selling products are in short supply because of insufficient funds, resulting in a shortage of cash flow for dealers.
3. Too many products are distributed, resulting in capital occupation. Every dealer will not let his own funds idle, hoping to use these funds to create more profits for himself. So when his funds are idle in the off-season, he will consider using them to represent a new product and create more profits for him. Entering the peak season, it is easy to see that funds are diverted and occupied due to too many products issued.
For the above-mentioned financial pressures caused by poor management, Bo Jianxin's solution is:
First, prepare for a rainy day and do a good job of stocking plan and inventory management as soon as possible. It is necessary to dynamically track the market sales situation, keep abreast of the market conditions, make accurate judgments and forecasts on the expected sales volume in the peak season market, and formulate scientific stocking plans, distribution plans and market operation plans. This can be said to be a test of the basic skills of dealer management. We can allocate funds reasonably through standardized stocking plan, commodity distribution plan and market operation plan to realize benign management of funds.
Second, make a payment plan and combine the payment plan to implement the convergence of goods plans. The rational use of funds is mainly through the adjustment of purchase methods. Divide the purchase method into parts, arrange the payment time and make the stocking plan according to the time when the dealer's funds arrive or the settlement time of stores and supermarkets, so as to improve the problem that centralized procurement used to occupy too much funds at one time. By disassembling parts into parts and purchasing goods in batches, the problems of shortage of funds for dealers and stocking in peak season are solved.
Third, the physical pledge guarantees the payment. It is through the mortgage of fixed assets such as houses and vehicles that enterprises can indirectly obtain loan guarantees, replenish goods in time and solve the problem of insufficient funds in peak season. Of course, this first needs to communicate and negotiate with enterprises and get their support.
Fourth, the signing terminal is supplied by the enterprise. In view of the fact that stores and supermarkets occupy more dealer funds, dealers communicate and negotiate with enterprises to obtain enterprise support, and change important and high-volume super terminal suppliers into enterprise supply and dealer management methods to alleviate the serious problem that dealer funds are occupied by terminals.
Each enterprise has different conditions, and can find different methods suitable for itself according to its own conditions. Dealers can flexibly adjust and combine the above methods to solve the problem of stocking funds in peak season. As the saying goes, water is impermanent and people are impermanent. Finding the right solution according to the actual situation is the king of management.