First of all, due to the rapid expansion of business and personnel of dealers in the development stage, what they need most at this time is to be able to truly realize corporate operations and be able to coordinate and match market improvement with internal management improvement. From this perspective, as a manufacturer, you should assist dealers to "establish rules and regulations" and establish and improve relevant management systems, such as personnel recruitment systems, personnel management systems, operating procedures and standards, customer management, inventory management, and logistics. Management, market management, etc., by acting in accordance with the "law", dealers can enter the track of standardized, institutionalized and process-based management. Secondly, since it is a stage of rapid development, it is indispensable to develop a large number of blank markets and outlets. Manufacturers need to send personnel to develop and plan blank markets and outlets. They need to assist dealers in developing downstream customers, especially key customers. This is not only to help dealers, but from another level, it is also to better control the downstream channels and then the entire market. Therefore, assisting dealers to develop the market and continuously improve market coverage and share is especially important for dealers in the development stage. Thirdly, dealers in the rapid development stage also need marketing support. This support includes not only marketing policies, promotion support for channels at all levels, personnel support, tally support, etc., but also coaching support. In terms of training, we need to use the coaching model to help dealers build a sales team that can fight hard, hard, and vicious battles, including downstream customer teams. This requires training through meetings, coaching training, intensive training, etc. Full dealer support. Finally, as a manufacturer, you must also provide consultative and consultative sales to dealers at this stage. You must be able to act as an economic consultant and business consultant for dealers. You must be able to timely study and judge future products and market trends based on the market information you have. To guide dealers to make timely transformation or adjustments, it is necessary to provide strategic guidance and assistance for the management and operation of dealers, thereby establishing a new development model for integrated manufacturers. For example, the sales manager of a certain manufacturer, based on the current situation that his customers have been selling mid- to low-end products, analyzed the future personalization and high-end trends in the home appliance industry and gave him suggestions to adjust the product structure and focus on promoting the leading high-end products promoted by the company. products to keep pace with the company. Then, the sales manager began to train the dealers and their personnel in high-end product promotion skills, teaching them step by step the methods and techniques of selling high-priced products. At the same time, during the sales process, he also Accept sales consultation from dealers and their personnel anytime and anywhere, and answer their various questions during the sales process on the spot. After such serious assistance from the manufacturer's sales manager, the dealer quickly adjusted the product structure in place, and the profit level also improved. A substantial improvement. Mature stage: Mature dealers are the targets of many manufacturers. They have strong strength and sound networks. As manufacturers, with the help of their strong operating power, they can often roll out products quickly, achieving twice the result with half the effort. effect. But just as everything has two sides, the advantages of dealers in the mature stage are obvious, but the difficulty of supporting manufacturers is also obviously increasing. At this stage, as a manufacturer, you must do what you should do, what you can do, make up for shortcomings, and provide three-dimensional assistance. First of all, without violating the interests of the overall dealers and manufacturers, we must provide them with the maximum market growth space, such as regional or cross-regional exclusive agency for new products, giving them a larger market sales scope, and providing them with Its certain power to “enclose the land” not only fully guarantees its profit maximization, but also makes the market stronger and larger, and maintains its relative monopoly in a certain product range, channel range, and geographical range. , through relative monopoly, enhance its profitability and lasting loyalty to manufacturers. Of course, within a controllable range, the OEM model can also be implemented.Secondly, as a manufacturer, we must also carry out in-depth co-sales and distribution with dealers, help dealers conduct intensive cultivation of the market, and conduct high-density penetration of the market, channels, and consumers. For example, help dealers develop new products. Market, eliminate blank outlets, reduce or eliminate zero-delivery customers, conduct one-to-one in-depth communication with customers at channel terminals, etc., so as to refine and refine the market, continuously expand market sales share, and improve product and brand awareness and reputation. Thirdly, dealers in the mature stage, because the market is more mature and their income is more stable, therefore, dealers at this time hope that manufacturers will be good referees and good maintainers of market order. They are most worried and afraid that due to the poor management of manufacturers, the market order will be chaotic, and their years of hard work will be ruined. Due to the prevalence of channeling, dumping or low-price dumping, they will lose what they should have earned. No money can be made. Therefore, at this stage, if the manufacturer can grasp the market management with iron fists, then as a dealer, you will be grateful and convinced of the manufacturer. Finally, dealers in the mature stage also hope that manufacturers have a stable policy, which provides relatively stable support in terms of products distributed, maintenance of prices, and intensity of assistance, rather than changing orders day by day, leaving dealers confused. . For example: Hubei Gree Electric Appliances is relatively mature in the market, but when market management becomes more difficult and dealers violate regulations frequently, the manufacturer will step forward and the manufacturer will jointly invest to form a market joint sales body, that is, Gree Electric Appliances Sales Company will be established. , unify product deployment, unify selling prices, standardize channel models, and create true manufacturer integration. After operation, the interests of manufacturers have been guaranteed, the market has developed healthily and rapidly, and it has become a pacesetter in the industry and an object of learning and imitation. In short, no matter what a manufacturer does, it must be rooted in the market and fit in with the dealers, rather than "a blind man riding a blind horse, riding into a deep pool in the middle of the night." As a manufacturer, we can only explore the internal needs of dealers and make reasonable arrangements based on the development stage of dealers. Only with resources can we truly work with dealers to compete with competitors and make ourselves in an invincible position.