Li Zhengquan, director of Wenzong Zhida Marketing Executive Research Center, said that "disobedience of dealers" is like an unsolvable problem. In almost all places where there are dealers, there will always be problems such as "dealers have problems in execution" and "dealers don't cooperate well". Faced with these problems, some enterprises are in trouble by constantly adjusting their sales policies and even changing their distributors. Some enterprises are beginning to realize that there is no way to fundamentally solve the cooperation contradiction between themselves and their distributors only through management. To optimize the relationship between manufacturers, we must optimize the cooperation mode of manufacturers and think about how to improve the cooperation degree of dealers through the change of cooperation mechanism and mode. This is also the topic to be discussed in this paper. The three directions of optimizing the cooperation mode of manufacturers are shown in the above figure. The author thinks that there are three directions to optimize the cooperation mode of manufacturers: first, the value chain mode, which focuses on changing the distribution mechanism of channel value chain and linking the interests of dealers with the matters undertaken and implemented by dealers. This often involves reducing, increasing and adjusting the division of functions between manufacturers, as well as increasing or decreasing the settlement price and benefit distribution between manufacturers. Second, the maintenance mode This mode will not hurt the old cooperation mode between manufacturers, but manufacturers often need to adjust their help and control mode for dealers. For example, in the past, manufacturers focused on pressing indicators, demanding sales, and urging money back to dealers. Now they have changed their thinking and are more committed to guiding, helping and supporting dealers in market affairs, helping dealers to distribute goods, cultivating sales teams and improving sales management. Third, the strong model This model is mainly a game between strong enterprises with strong brands and rich product groups. For example, if dealers want to continue to cooperate with manufacturers, they must take out money to set up joint-stock sales companies with manufacturers, and manufacturers must send business backbones as the general manager or marketing director of the company, and must accept the requirement of monopolizing only one product of the manufacturers. Value chain model: functional value promotes dealer cooperation. In the field of medical and health care products, for a long time, the mode of low-cost purchase, sale and storage and big package reserve price prevailed, which also caused a dilemma for many medical and health care products enterprises. In the traditional mode, the manufacturers themselves have relatively low control over the dealers and low profits. If they want to increase investment in brand promotion, increase public relations and promotion, and increase support for the overall market operation, they may all suffer from "making money for dealers" and can't come up with too much investment budget, so they can only dream. Faced with this dilemma, manufacturers often need to make difficult decisions between the two. One is to raise the retail price and the supply price. However, if it is a prescription drug, there are restrictions such as bidding. If it is a retail terminal market, it is bound to face the situation that the price reaches the ceiling and the price competitiveness is further lost. Secondly, improve the supply price, but the acceptance of dealers has become a problem. Even if the dealer accepts it, the supply price of the terminal will participate in the price increase, and in the terminal market, it may fall into the risk that the terminal will not cooperate or even be "hidden" by the terminal and the opponent, and seize the market opportunity. In fact, not only health care industry, but also a pharmaceutical company and many enterprises in other industries, such as FMCG. What should we do? It is an inevitable way to sort out the division of responsibilities among manufacturers and adjust the value distribution according to what manufacturers have done in the channel marketing chain. As shown in the above table, the main cost links and value contribution links in the marketing chain will be clearly listed, and the division of responsibilities among manufacturers will be more specific. After making clear how much manufacturers have to do, how much dealers have to do and how much manufacturers need to cooperate, combined with the importance and cost of each link, a commission system such as deduction and rebate is set up. If dealers do more, they will get more. For those dealers who do less, it is obvious that optimizing the cooperation between manufacturers with the value chain model is conducive to guiding dealers to return to the sales process and those key performance links that affect sales, and stimulating them to actively cooperate with the implementation of manufacturers' plans and achieve sales goals. But it also puts forward requirements for manufacturers' ability to perform their duties and determination to put into the market. For example, if we undertake promotion, it means that we need to organize a strong marketing team and a team of promoters to meet the promotion needs of the market. Repair mode: it is very important to improve the execution of dealers by strengthening assistance and control, and to improve the cooperation and execution of dealers. One of the most important points is to improve their ability to control and dispatch the sales team, distribution and terminal outlets of dealers, so as to make up for the deficiency of the current cooperation model between manufacturers. For example, if we can well penetrate and control the salesmen of dealers, even if the bosses of dealers are slack, their sales teams can do a good job in network expansion, vivid display, end-customer construction and maintenance. So how can we strengthen the control and scheduling ability of dealer resources? Simply emphasizing management is a misunderstanding, and it is the right way to realize the reverse control of dealers by strengthening assistance and other services. There are many ways, such as internalizing the dealer's sales team for my use; Provide embedded help and control to dealers, and send a sales backbone or even a business team composed of several people; Set up a dealer advisory group to provide more process guidance and growth help for dealers, etc. The following focuses on these methods. First, the internalization of dealers. Second, give the idea: carry out excellent team and individual sales competition selection activities among the salesman team and promoter team in the dealer system, and provide funds, materials, training, travel and honor awards. Third, to invest in this project: provide training in marketing and marketing management skills for dealers, salesmen and promoters, provide them with channels for job-hopping, and even provide entrepreneurial support for them to start their own businesses as dealers or even open stores, such as relaxing credit lines and account periods. Fourth, give ideas: cooperate with sales clerks to visit customers to develop terminals and establish a sense of identity and feelings of "carrying guns together"; Give dealers, salesmen and promoters the same opportunities and treatment as their own sales teams at parties and related activities. Second, embedded help control sends regional managers, city managers and other middle-level managers to dealers as vice presidents, marketing directors and sales managers in charge of marketing, in charge of business and responsible for corresponding sales and management. The corresponding responsibilities in salary, bonus, five insurances and one gold are not only support for dealers, but also zero-distance monitoring and management, which can improve the cooperation of dealers. 3. Dealer Advisory Group In building materials enterprises and medical and health care products enterprises, some enterprises have adopted the model of dealer advisory group through joint meetings, regular visits and fixed contact consultation. By selecting a dealer boss from excellent dealers, a dealer advisory group is formed, with its own general manager, marketing director and excellent regional manager, so that dealers can participate more in their own product research and development, product pricing, packaging design, promotion activities and competitive strategy suggestion system, so that manufacturers' new product promotion and promotion activities can be integrated into the ideas of more dealers and the possibility of implementation can be improved. At the same time, the agency also promised to provide management guidance and market consultants for more dealers in the market. It can be seen that the positive role of this model is two-way, which plays a great role in promoting communication and solving practical problems, unifying manufacturers' ideological understanding and improving cooperation. Strong model: promote the behavior convergence of manufacturers by integrating the relationship between manufacturers. For enterprises with strong brand appeal, they have the conditions and ability to adopt a stronger model to promote the integration of manufacturer relations. Among them, there are several typical examples. The first is to refine the investment model and market segmentation. The purpose of this model is to refine investment, raise the threshold, and find dealers with high convergence of ideas and high matching of resources. For the original dealers, it is through regional segmentation, channel segmentation, product segmentation and other means to continuously narrow their sphere of influence and return them to a highly competent role. For example, a pharmaceutical enterprise in Shandong, one of the top 20 pharmaceutical industries in China, invites investment according to the quality regulations of hospitals-which hospital needs what quality regulations, and does not enter, it specially recruits pharmaceutical commercial companies or individual agents who are dealing with this hospital to cooperate. For those commercial companies that already have multiple quality regulations and multiple hospital terminals, it adopts a split method to separate those quality regulations and hospital channels that have not been paid enough attention to and have not reached a certain terminal penetration rate from the original agents. Second, the franchise mode This mode requires dealers to use specialized companies to make their own brands and products, or require dealers to use specialized salesman teams and promotion teams to make their own products, or directly promote them in the form of terminals such as specialty stores. In this mode, the dealer is equivalent to his own quasi-office and quasi-branch. In addition to P&G being a typical user of this model, some powerful enterprises in the domestic industry are also adopting similar models. For example, a functional food enterprise regards joining as its entry threshold for all dealers who are interested in joining. "Don't be my dealer unless you agree or accept it." If dealers accept this cooperation model, they will either franchise or monopolize in the end. The former requires a distributor company or a new company to concentrate all company resources on the products of the enterprise, while the latter requires the establishment of a department that only deals with its own products, with a special sales team and a special promotion team to achieve monopoly. For those old dealers, take time-limited speed-limiting transformation, market segmentation, termination of cooperation and other ways. , multi-pronged approach to promote monopoly. Third, the binding management and control mode This mode is mainly through the high margin or "equity" ties such as assets and share capital of the joint-stock sales company to achieve a high degree of binding between itself and dealers, bind dealers at high prices, improve their execution, and actively cooperate with manufacturers. Wahaha and Gree are typical. The former requires dealers to play a "joint marketing body" with interest margin, so that any new product launched by Wahaha can spread all 6 million terminals in its national market in a short time. For many enterprises, it may take three or four months to reach the distribution rate of target outlets in the local market or even a regional market. The latter is famous for establishing a joint-stock sales company with distributors. For Gree, one of the important purposes of promoting the integration of manufacturers' relations in this way is to solve the problems of regional market order protection and ineffective implementation of price policies brought about by the existence of many dealers in the region. Obviously, both of them are successful. Fourth, the pressure upgrade mode This mode is intended to exert continuous pressure on dealers, maintain sufficient concentration of execution, and cooperate with the enthusiasm of manufacturers. Since 200 1, the quiet transformation of Gree joint-stock sales company is such an example. At that time, some "disobedient" joint-stock sales companies appeared in Gree Electric's sales system, and some joint-venture companies started "extracorporeal circulation" to transfer Gree resources to new companies registered by individuals. In order to stop this phenomenon, Gree quickly set up its own new company to replace the old sales company by gradually increasing its shareholding, preventing high-level corruption and collusion, and infiltrating the dealer network into downstream dealers. Later, some wholly-owned sales companies were gradually established. Through this pressure transmission, the cooperation of dealers and the control of regional sales organizations can be effectively improved. A reasonable model or mechanism is more thorough and secure than simply relying on management measures such as strengthening the system, rewards and punishments to improve execution. This is true for your own marketing team and channel provider team. Now, let's think about how to improve the cooperation and execution of dealers by optimizing the cooperation mode of manufacturers! The original text was published in Sales and Management magazine.