business to regional market integration of resources
[REVIEW] solar water heater industry is cut-throat competition spoiled regional market dealers. As the focus of many of the brands in the regional market, which also lack a number of large companies within the industry, coupled with the proliferation of small brands, dealers competing to become the highlight of the regional competition in the market. Thus, the heroes have adopted the temptation, the conditions to attract investment dealers, must make some dealers in the regional market, \"inflating\", but also to some dealers in the choice of brand when it is blind, forcing SMEs and distributors communication at a disadvantage.
Distributor of high quality solar energy industry, why it is so scarce resources, and integration of regional resources and the formation of a high degree of collaboration with the dealers so difficult?
First, the solar water heater industry is cut-throat competition spoiled regional market dealers. As the focus of many of the brands in the regional market, which also lack a number of large companies within the industry, coupled with the proliferation of small brands, dealers competing to become the highlight of the regional competition in the market. Thus, the heroes have adopted the temptation, the conditions to attract investment dealers, must make some dealers in the regional market, \"inflating\", but also to some dealers in the choice of brand when it is blind, forcing SMEs and distributors communication at a disadvantage.
Second, is the distributor resources are limited, an area of ??outstanding solar dealer had a few, the many choices and a variety of factors have led to a regional market dealer \"diamond bachelor.\"
The third reason is that the dealer\\ s business inertia lead to the formation of long-term enterprise integration difficult. So, do not do small and medium companies, once the solar market, often the first consideration is the dealer is not selected, and then reflect on advertising investment is not less, and finally consider their own marketing strategies and routines are correct.
For businesses, the dealer is a business development strategy only a part, is a platform to grow the brand, which is very important. If the dealer resources up to the height of corporate strategic resource for the business risk and management difficulty is undoubtedly enormous. Especially for small and medium solar companies, dealers are tonic, is poison. We are not advocating dealers useless, but the pain from a small solar companies and distributors in the exploration techniques.
For dealers, small and medium enterprises in the solar energy cooperation should be aware of the following questions:
First, establish and strengthen risk awareness. Relative to business, the enterprise is the camp of iron, the dealer is the water of the soldiers. And changes in various market conditions will lead to differences between dealers and businesses, resulting in conflicts, resulting in breaking up the grounds, for example, the company\\ s support policy is no other brand is good, business is less than other companies and other advertising efforts and so, therefore, dangerous and completely unaware of the very scary. In case of unexpected exceptions dealers and their ignorant, will have far-reaching impact on the market. Therefore, to establish risk awareness not only helps companies prevent the dealer or distributor change crisis, to deal with the dealer pulled out ahead of the event played a role in prevention, for the entire regional market stability is also very beneficial.
Second, put right vendor interest. Companies and distributors are equal partnership, each seeking something, dealers need to brand, product, industry resources, and businesses need to network, market resources. The two sides cooperate on the basis of equality, their respective obligations and enjoy rights, fair, open, or made business difficult. In the interest of treatment, often dealers continue to make improper demands, enterprises should be good to identify, support must be given to the market, and resolutely put an end to unreasonable, inappropriate coercion – can only lead to blindly give dealers more greed.
Third, the grafting distribution communication system. In a regional market, deal with the regional distributor\\ s distributor relationships better. If a regional market development, action, to foster a comprehensive one dealer, it is difficult to imagine that he would plan for the long-term business interests. Vested interests for the moment, they will not be too concerned about the maintenance of the market, tend to focus only on short-term effects. Finally, clean up the mess but also by the solar energy. This choice progressive and non-normal distribution to proceed with the competitive strategy of contact, can limit the distribution over the region\\ s total requirements, can be extended good cooperation and risk reduction. But the company must address the relationship with the franchiser, which mainly reflected the regional market operations staff personal charm and ability.
Fourth, strict screening dealer. Selected solar dealers to strictly examine the strength of the case, credit conditions, operating conditions, a comprehensive assessment. Relative to the small and medium enterprises, solar energy, too large or too small dealers are not smart choice, and should choose good match dealer. Good match at least in the enterprise and create a balance between dealers, mutual recognition and common development. Meanwhile, in the process of determining the dealer\\ s dealer channel must be very clear characteristics, coverage and depth of channels and their own brand positioning are compatible. If your product is the channel for retail products, you find a dealer known to project market, it is clear that your brand in the market\\ s performance will be very kind.
Fifth, the regional fixed station clerk. Provides both services, under government supervision. From a service perspective, the salesman is a bridge between dealers and businesses, but also the corporate brand in the regional market monitoring, he is not just marketing strategy execution, but also in assessment, reminders, to collect information has played a unique role. This relationship between the introduction and intervention will significantly improve sales and reduce market risk.
Sixth, careful encourage dealers. If the dealer or the performance of outstanding performance characteristics particularly low, should consider adjusting the sales policy. As for the fine-tuning, major, depending on the circumstances may be; in principle, generally do not act rashly, in particular, do not arbitrarily relax the sales policy, which is the market taboo.