a distributor is defined as a unit or individual who only owns sales or services in a certain region or field. This is a distributor. A distributor has an independent operating organization, owns the ownership of goods (buys out the manufacturer's products/services), obtains operating profits, operates in various varieties, and is not limited or rarely restricted by suppliers in the process of business activities, and is equal to the responsibilities and rights of suppliers.

an overview of the second distributor

a distributor, as its name implies, refers to buying goods from an enterprise with money. They buy goods not for their own use, but for resale. They just pass by and then sell them, paying attention to the spread, not the actual price. Enterprises do not sell on credit to dealers, but receive money. This business refers to a businessman, that is, a business unit. So dealers, usually enterprises, are used to refer to commercial units that take money from enterprises to purchase goods.

although the investigation of dealers is divided into a separate part in the investigation content, as the most important link in the sales channel chain from enterprises to terminals and consumers, dealers play a huge role in the market, and they can get the most market information. Therefore, the investigation of dealers can involve almost all the investigation contents, and it is precisely in this way that the investigation of dealers is extremely important.

Dealers, a traditional and backbone channel force in China market, are being tested by the wave of channel flattening and the new channel force. Under heavy pressure, dealers have made adaptive adjustments in their business development strategies either passively or actively:

First, some dealers have started to brand manufacturers or even invested in their own factories to produce their own brand products, so as to maximize the benefits of channel resources;

Second, some dealers began to enter the retail field and extended downstream to stabilize and consolidate their position in the market;

the third is to maximize the acquisition of superior product resources, share operating costs and risks with products, and pursue the category scale of enterprise management. Unfortunately, more dealers are becoming vassals of the manufacturers, and they are completely trapped by the manufacturers. What's more, under the double squeeze of the terminal retailers and manufacturers, there are many difficulties. What's even more frightening is that the vulnerable groups among the dealers are constantly being eliminated.

three dealers and factory representatives

Many companies write about the responsibilities of factory representatives: effective management of dealers

. With this statement, many salespeople are like taking the sword from above, and they are like managing it in a decent way. In fact, the word management can't really express our responsibilities for dealers. It should be said that the work done by factory representatives for dealers should focus on four aspects: guidance, assistance, communication and control. Taiwan Province people's understanding of this is summarized by the word "business flow". We should know that most of our sales staff only do one thing about logistics, that is, urge the dealers to type out the money, coordinate the company to deliver the goods to the dealers on time, and go on and on, and that's all. The concept of business flow is to consider how to pull up from the terminal, guide dealers how to operate products, assist dealers to establish distribution channels, serve as a bridge between manufacturers to facilitate smooth communication between them, and control dealers' operation behavior.

IV. Assessing the operational strength of potential distributors

You can learn more about potential distributors in the following ways:

1. Visit their peers or competitors;

2. Visit its downstream or direct end customers; 3. Visit the boss of the potential dealer in person to directly understand his ideas;

4. Visit the branch/store of the dealer, understand and observe its operation, and try to talk with its employee sales manager;

5. Act as a third-party customer and directly test the dealer's sales and service capabilities.

for the evaluation of dealer's ability, we can also use the system and tools of dealer's ability evaluation. The evaluation system mainly includes the following items:

1. According to the scores given to dealers in loyalty and business operation ability, determine the value range of dealers and realize objective and unified evaluation criteria.

2. subdivide the conditions of loyalty and business operation ability to ensure a comprehensive evaluation of dealers and accurately determine the commercial value of existing dealers.

3. Analyze the background of the dealer company.

4. Understand the dealer's business development curve.

5. Understand the characteristics and development potential of dealers.

6. Evaluate the maturity of the dealer's business operation according to the clear process definition; Provide steps and guidance for dealers to improve their business operation maturity.

7. Make clear the classification of cities.