How To Deal With "Chicken Ribs" Dealers?

According to the 80/20 rule, sales and profits of 80% are completed by 20% of customers.

In fact, this means that 80% of the customers are small and medium-sized customers.

This is actually the composition and positioning of enterprise dealers: big customers take the responsibility of sales and profits, while most small and medium-sized distributors play a role of "scale sharing cost". Or, just like a play, some customers play the leading role, while most customers, including these "chicken ribs" dealers, play a supporting role. This is why enterprises should classify A, B and C according to sales volume, focusing on resources, focusing on support and operation of key customers.

Therefore, the "chicken ribs" customers are the inevitable existence of enterprises, but they are also the objects that enterprises need to focus on upgrading and upgrading.

Of course, for those "desperate" customers who want to drag their businesses to death, they need to be different.

We understand the composition of dealers and know that the "chicken ribs" customers are inevitable. Then, if we want to better face the "chicken ribs" customers, we need to trace back to the source and fully understand the reasons for the formation of "chicken ribs" customers.

For example, the frequent replacement of marketing personnel, resulting in market operation difficult to effectively link up, the market operation is not warm, because of the "sandwich", each other did not have too much enthusiasm, thus forming a "chicken ribs" face; at the same time, as a result of frequent marketing personnel, resulting in the policy to customers to cash in, and so on, so that customers can not be cashed in time, so that customers complain, sales products hard to lose, after all, pay, do not lose, their own interests have not been obtained, the heart is not equal, how to do it, then "when a monk hit a clock", muddle through, and at the same time may also "riding a horse to find horses", once the time is ripe, then rise to "turn around". Such reasons are usually caused by problems of enterprises themselves.

There is another kind of situation that is caused by the extreme bias of enterprise resource input. For example, due to the limited nature of enterprise resources, too many policies and expenses have been invested in some so-called strategic markets and base markets, causing some "corners" to be "forgotten". These "forgotten" dealers, because they can not get the sunlight and rain, become a "dwarf".

2, the causes of the market.

The formation of "chicken ribs" distributors is also a major aspect of the market.

The market reason is mainly due to the "white hot" market competition, such as the suicide marketing of competitors, the price war, the promotion war, the advertising war and so on, which makes the input and output of enterprises not directly proportional. Therefore, enterprises invest more, but they can not get more oil and water from the dealers in this market, so that the enterprises are greatly disappointed, and dealers may also be physically and mentally exhausted. Therefore, if the enterprises reduce investment, pay attention to no longer, or dealers do not have long-term vision, have no patience and perseverance, and do not see the future market prospect, then they will be able to "break the pot and break down" so that they can become "chicken ribs" dealers.

There is also a market reason. If it is not good, it will also spawn "chicken ribs" customers. This kind of situation is caused by geographical reasons, such as the distance between dealers in the market, the cost of logistics and pportation, or their own remote location, undeveloped economic conditions, or small population base and low market potential, which may reduce the investment in this market, so that those dealers who lack the "care" of the manufacturers can hardly grow up, and it is difficult to exert greater and more light and heat, thus becoming a "chicken ribs" market and "chicken ribs" distributors.

3, the customer's own limitations.

Such reasons are often determined by the quality of dealers.

Which kind of customers are easy to "recruit"?

Dealers in the first, 80 and 90s dealers are easy to become dealers.

Because of their existing ideas in the planned economy era, they can not keep pace with the needs of the development of the market situation, causing them to resist the advanced marketing thoughts of the enterprises, and do not cooperate with the market planning and operation of the enterprises, resulting in the gradual loss of the trust of the manufacturers and slowly turning them into "chicken ribs" customers.

Second, choose a dealer who should not choose.

Instead, they chose an inappropriate dealer, such as a competition dealer, or a dealer with "small family spirit" and "small fortune". Because of different motives, for example, if the core distributor of the competing products was chosen, in order to eliminate the competitors, it would be possible to bluff up your products and actually kill your products in the cradle. At the same time, the latter's easy satisfaction and unwillingness to make progress will also make the enterprise unhappy and angry. It is a typical A Dou who can not afford to help. Because marketing personnel lack experience, or eager to seek.

Let "chicken ribs" dealers "fat".

The "fat increase" dealer applies the long tail effect.

The long tail theory tells us that in most of the products that occupy most of the enterprises, by digging some of the products, it can increase the proportion and change the layout.

After all, the cost of developing new customers is five times the cost of maintaining old customers, and maintaining the trading relationship with old customers is much lower than the cost of developing new customers.

Therefore, in the face of "chicken ribs" customers, we need in-depth analysis and adopt flexible script src=>.