1. First register your own channel trade name (trademark).

Many dealers generally do not think about long-term plans for the future when they first engage in trading. The naming of the trade names itself is relatively hasty. For example, we can see words such as "Fat Man", "Er Mao", "Fat Man" and "Er Mao" everywhere in some markets. "Sisters" and other business names have left obstacles for further development in the future. These names are too common, difficult to register, and are not conducive to giving brand connotation during development; when you want to build a brand, the business name may have to change its appearance, which means that the market effect accumulated by your early business name will be greater. discount. If you can have a company name that is loud, easy to remember, and has a certain representative meaning, it will undoubtedly be beneficial to the long-term development in the future. Brands such as "Caizhilin" and "Hu Qingyutang" are still shining brightly, which has a lot to do with their catchy names.

To build a channel brand, you must first register the trademark of the business name, obtain the ownership of the brand, and obtain legal recognition and protection. This is an important first step. If the trade name is registered by others, then the work you do to promote the brand becomes a wedding dress for others.

2. Continuously enrich the brand connotation during development.

Building a channel brand cannot be accomplished overnight. A channel brand must have a resounding name, a distinctive image, trustworthy services, a good business style, and a certain amount of funds. Strength and standardized management are the core parts of the channel brand.

A brand is not a simple trade name. A brand has connotation and is a signal conveyed to the outside world. It can be said to represent everything a dealer does in the market. As the brand develops, the dealer's brand also needs to be continuously developed and enriched.

3. Build brand core competitiveness.

How do you differentiate yourself from your competitors? What unique services can you provide to upstream manufacturers and downstream customers? What are the advantages of your brand? This is how dealers build the core competitiveness of their brands.

Wal-Mart has always given customers the impression of "high quality and affordable prices." From the word "Trut-Mart" brand, you can see that its core advantages are "good" and "many". These are the things they are competing against. The core competitiveness in attracting customers in the fierce retail industry.

To build core competitiveness, we must combine the actual situation of the company itself, refine the company's advantages, concrete these advantages, and then carry out corresponding dissemination and promotion.

Next, let’s talk about how dealers promote their own product brands. Distributors create their own product brands and promote their own brand products. Their role has changed from channel dealers to manufacturers, but essentially they are the same as upstream manufacturers promoting their brands. However, brand-creating manufacturers that have switched from dealers are different from traditional manufacturers. When dealers create their own brands, they must handle several key points:

1. Give the brand a reasonable positioning .

When promoting private brand products, you must give the brand a clear positioning. It is best to distinguish the positioning of your own brand and the brand you distribute and act as an agent. There must be no direct conflict, otherwise, it is likely to be The left hand beats the right hand, and the other goes up and down. The own brand develops, but it affects the sales of the brands it represents. In the end, the distribution rights are canceled by the manufacturer. Moreover, manufacturers may feel the competitive threat brought by your development and try to block you in all aspects, causing your brand to die in its infancy.

2. Know your role clearly.

Distributors who promote their own brands are, in terms of identity, both manufacturers and merchants. Therefore, the concepts of manufacturers and merchants must be clearly distinguished, and the operational ideas must be open; if conditions permit, the operation The teams should also be distinguished. There are many differences in marketing models between creating a brand and doing distribution. They are concepts of walking on two different legs.

Building a brand itself is a luxury project, which requires various investments and a relatively long return period. As for distribution, the most important thing is to cooperate with the manufacturer's marketing policy and operate in the corresponding market. Many resources can come from For upstream manufacturers, the investment return period will be relatively short.

3. Learn to stand on the shoulders of giants.

Usually, the upstream manufacturers of the brands distributed by dealers are often stronger than the dealers. For dealers, the upstream manufacturers can be called giants.

Dealers need to be good at integrating some beneficial resources accumulated in the distribution process to pave the way for the long-term development of the brand, such as sales network resources, logistics resources, warehousing resources, technical resources, Human resources and so on. You can learn from the excellent experience of upstream manufacturers in some aspects, fully study the product technology of upstream manufacturers, obtain their professional business guidance, and identify the talents needed for your own development from upstream manufacturers. Only by standing on the shoulders of giants can we see higher and farther than giants.