---
title: "Eleven Marketing Models for Manufacturer-Dealer Integration"
description: "Any successful business model must have clear role division in the industry chain to maximize value; otherwise, it is only a temporary product. This is evident from Gree's 'regional sales company' and Wahaha's joint sales system. Simply put, the manufacturer's core value lies in 'marketing', focusing on product development and brand promotion; the dealer's core value lies in 'sales', focusing on warehousing, logistics, and promotions. We have summarized eleven common manufacturer-dealer integrated marketing models in China's marketing industry."
author: "New Distribution"
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published: "2015-07-11"
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# Eleven Marketing Models for Manufacturer-Dealer Integration

> Any successful business model must have clear role division in the industry chain to maximize value; otherwise, it is only a temporary product. This is evident from Gree's 'regional sales company' and Wahaha's joint sales system. Simply put, the manufacturer's core value lies in 'marketing', focusing on product development and brand promotion; the dealer's core value lies in 'sales', focusing on warehousing, logistics, and promotions. We have summarized eleven common manufacturer-dealer integrated marketing models in China's marketing industry.

Any successful business model must have clear role division in the industry chain to maximize value; otherwise, it is only a temporary product. This is evident from Gree's 'regional sales company' and Wahaha's joint sales system. Simply put, the manufacturer's core value lies in 'marketing', focusing on product development and brand promotion; the dealer's core value lies in 'sales', focusing on warehousing, logistics, and promotions.

In this regard, we have summarized eleven common manufacturer-dealer integrated marketing models in China's marketing industry, hoping to provide some inspiration to readers.

**Model 1: Combined Sales Company**

Manufacturers and dealers jointly establish a sales company, which is a way for both parties to build a win-win platform. Through this approach, the two entities with different interests—manufacturer and channel—are basically overlapped in risk-sharing and benefit-sharing, aligning their concepts and centripetal force, truly reflecting high-level manufacturer-dealer integration.

When manufacturers and dealers jointly build a sales company, because both sides have unified thinking, common goals, and consistent behavior, it is easier to implement deep cooperation, jointly improve management level, operational level, profitability, etc., and thoroughly solve or avoid market operation puzzles and problems such as channel conflict and product dumping.

A typical example of a combined sales company is the Gree model, where the manufacturer gives up shares or participates in equity to jointly establish a sales company.

Gree Electric (stock quote, stock discussion) made core dealers become owners of the company by giving up partial equity, achieving strategic partnership. This win-win model of manufacturer-dealer co-building a sales company has been Gree's magic weapon for channel marketing success for years; this simplest, most direct, and least friction win-win model is also a strong guarantee for Gree air conditioners to dominate the industry for years.

In the Chinese baijiu industry, Xifeng Wine in 2013 began to cooperate with its largest dealer Wang Yan'an to establish a joint venture, seeking to solve the chronic problem of over-reliance on exclusive distributors. Wang Yan'an was not only the second largest shareholder of the joint venture, but as Xifeng's largest dealer, his Fengxiang Dexiang Trading Co., Ltd. also owned the brands 'Shaanxi Xifeng Six Years' and 'Fifteen Years Aged' mainly sold in Shaanxi Province, with over 100 4S stores, and in 2012 purchased goods worth over 700 million yuan from the company, accounting for 17.8% of Xifeng's total sales. At the same time, Wang Yan'an also served as vice chairman of the joint venture.

Another type is Luzhou Laojiao's Qiquan model: the manufacturer does not participate in capital investment.

Luzhou Laojiao's regional sales personnel and local dealers jointly invest to establish regional sales companies, with all funds contributed by dealers. The chairman is elected by dealers, but the general manager is appointed by Luzhou Laojiao. It is understood that from April to June 2009, Luzhou Laojiao Qiquan Marketing (North China, Central China, Southwest) Wine Co., Ltd. was registered and established, with registered capital reportedly 270 million, 140 million, and 100 million yuan respectively.

In this model, two groups of people's interests are involved. First, Luzhou Laojiao's regional sales managers, who under the new Qiquan marketing company model have equity incentives, naturally increasing their enthusiasm. Second, dealer shareholders, although 'stock market has risks, investment needs caution', under the Qiquan marketing company system, the distance between dealers and regional managers is closer, and the relationships and profit distribution among dealers have formed a certain institutionalization. In this case, dealers poaching each other's customers can be avoided, unified deployment and coordinated operations have positive significance for promoting market sales. Luzhou Laojiao's equity reform for dealers can be described as killing two birds with one stone: it increases the company's control over the channel and greatly motivates sales company employees, thereby gaining stronger competitive advantage in the market.

**Model 2: Joint Sales System Model**

The joint sales system marketing model was pioneered by Wahaha. Its core idea is that the manufacturer holds the initiative, while giving profits but strictly controlling dealers.

The construction of Wahaha's joint sales system mainly includes four parts:

1. Deposit system: Dealers must pay a deposit annually, settle each time they purchase goods, and Wahaha provides more benefits, such as returns higher than bank deposit rates, sales targets for dealers, year-end rebates, and dynamic elimination for those who fail to complete tasks.

2. Implement regional sales responsibility system, so that dealers and second-tier distributors each get their due, not infringing on each other's business scope. Strictly divide responsible sales areas, strive to eliminate sales blind spots, and prevent cross-regional selling.

3. Straighten out the price difference system of sales channels, clarify the profit space expectations of dealers, second-tier distributors, and retail terminals, and implement orderly distribution of benefits.

4. Establish a professional market supervision team and supervision system. Zong Qinghou formulated a set of salesperson work norms and established a market supervision inspection team and system.

In 1994, Wahaha, suffering from receivables and chaotic channels, began to seek a way out. How to make the interests of manufacturers and dealers orderly distributed, make dealers profitable, and make dealers act according to corporate standards? Zong Qinghou's strategy was to not only treat dealers as corporate customers, but as an organic part of the enterprise.

Starting in 1996, Wahaha carried out its first sales network transformation, shifting from state-owned wholesale channels to a joint sales system with unique Wahaha characteristics. Wahaha selected over 1,000 dealers across 31 provinces and cities who had advanced concepts, strong economic strength, high loyalty, and could control a region. By paying interest on dealer deposits, it formed a manufacturer-dealer joint sales system that could cover almost every township in China, connecting with the enterprise to form a powerful sales network.

The deposit system formulated by Wahaha requires dealers to pay a prepayment to the company at the beginning of each year based on their sales volume, and then settle the previous payment before each delivery. At the end of the year, interest higher than bank deposit rates is paid, and a certain proportion of rewards is given to dealers based on the company's benefits, achieving high unity of interests between manufacturers and dealers, making dealers wholeheartedly sell Wahaha products.

The successful construction of the joint sales system not only effectively prevented bad debts and doubtful accounts, making Wahaha's asset structure more reasonable and liquidity stronger, but also greatly stimulated dealers' enthusiasm, turning one enterprise fighting alone in the market into thousands of enterprises jointly competing with opponents, greatly improving the market competitiveness of Wahaha series products, making Wahaha's market cake bigger and bigger.

From Wahaha's joint sales system model, we can gain the following seven insights:

1. Design a reasonable benefit distribution mechanism for the joint sales system. Interest conflicts are the key to the success of the joint sales system; if not handled well, it is easy to cause disputes, or even market turmoil.

2. Design a strict organizational guarantee system. Because it involves a wide range, without a strict organizational system and guarantee, it will be a heap of loose sand.

3. Pay attention to controlling channel costs. Natural distribution is the basis for the survival of most fast-moving consumer goods, and this flow objectively promotes natural distribution and reduces channel costs. But the joint sales system on the one hand creates monopoly; on the other hand, it inevitably increases circulation costs. Therefore, enterprises establishing a joint sales system must have a set of measures and means to control costs.

4. While stabilizing the joint sales system channel, do not exclude horizontal cooperation with large supermarkets and department stores.

5. Within the joint sales system, establish a survival of the fittest mechanism, promptly eliminate unqualified dealers, and supplement with advantageous dealers.

6. 'Promise is gold.' In business, not only must consumers believe in your products, but also your stakeholders—whether dealers or suppliers—must be able to cooperate with you with confidence. This is 'integrity'.

7. To make money yourself, first let others make money, and achieve 'win-win'.

**Model 3: Joint Venture Branch Factory Model**

The so-called joint venture branch factory marketing model is where manufacturers and dealers jointly establish a branch factory at the dealer's location, transforming the dealer's single role from solely selling the manufacturer's products to selling 'our' products, joining forces to 'conquer the world', thereby sharing risks and benefits, achieving a win-win effect. Of course, dealers purchasing the manufacturer's brand usage rights for OEM production is also a form of integration.

To implement marketing integration through joint venture branch factories, the following four conditions must first be met:

1. The product has a certain maturity in the local market. Only by making the product mature and the market bigger and stronger can manufacturers and dealers have the opportunity to jointly set up factories, reduce operating costs, and continuously expand profit space. Therefore, by encouraging dealers to increase market expansion efforts and continuously carry out high-density, high-intensity penetration of the market, conditions for establishing a branch factory are created.

2. Sales in the market and surrounding areas can support the factory. With the established model market as the core, radiating and influencing surrounding regional markets, the overall sales of the region can support the operation of the branch factory as a benchmark; otherwise, the risks borne by manufacturers and dealers are relatively large, and the guarantee of win-win is relatively reduced.

3. Both parties jointly invest and jointly manage. The branch factory must be jointly funded by both parties, and jointly manage finance, personnel, materials, logistics, procurement, etc., improving the dealer's awareness of enterprise operation, completing the transformation from a pure dealer to a dual role of dealer and manufacturer.

4. For OEM branding, the manufacturer must strictly agree with the dealer. Avoid dealers 'burning bridges', and also strengthen monitoring of channel distributors at all levels to prevent 'selling dog meat under a sheep's head'.

By establishing branch factories or local OEM production, manufacturers and dealers can be effectively 'bundled', enhancing response speed to the market, improving operational efficiency, promoting flexible market operation and improving market feedback mechanisms, allowing the market to continue rapid development.

This marketing model brings immeasurable focal advantages to manufacturers and dealers:

1. Concentrating manufacturer and dealer resources can achieve concentrated breakthroughs in regional markets. This cooperation can prompt both sides to burn their boats, unite against the enemy, and work together to do the market well.

2. The transformation of dealers into manufacturers can improve dealer quality and is conducive to the overall improvement of the market. This transformation of dealers helps adjust and improve product structure, market structure, and channel structure, prompting dealers to change business concepts, sell more profitable products, enhance the height of dealer market operation, and have a common market vision and impulse to open up markets.

3. It can let dealers serve as the sales general manager of the branch factory, thereby complementing manpower and enhancing the other party's sense of responsibility. For manufacturers, this not only saves the cost of a sales general manager, but also allows dealers to enhance budget, accounting, and cost awareness, improve profit concepts, and better achieve the enterprise's own mission.

4. Through OEM branding, it can achieve 'factory building' in another sense, which is convenient and flexible, and helps with directional and targeted market operations.

**Tips: Case - Luzhou Laojiao and Qiaoxi Sugar and Wine**

Luzhou Laojiao's North China production base project is a comprehensive demonstration base integrating production, warehousing, logistics, exhibition, and experience, built in cooperation with Qiaoxi Sugar, Tobacco, and Wine, with the ultimate goal of establishing the largest baijiu canning base in North China. Qiaoxi Sugar, Tobacco, and Wine is precisely the largest brand operator of Luzhou Laojiao Group's Boda Company. Luzhou Laojiao's North China production base project, jointly built with Qiaoxi Sugar, Tobacco, and Wine and the local government, brings the cooperation between Luzhou Laojiao and Qiaoxi Sugar, Tobacco, and Wine to a deeper level.

As the largest commercial enterprise in Hebei, Qiaoxi Sugar, Tobacco, and Wine has achieved transformation from a general trader to an operator building industrial chain resources through such cooperation. The final cooperation effect is likely to achieve a three-way win: upstream (manufacturer) releases production capacity, midstream (large merchants) releases scale, and downstream (terminals and consumers) obtains benefits. This will not only solidify the cooperation foundation between Luzhou Laojiao and Qiaoxi Sugar, Tobacco, and Wine, but also directly benefit Luzhou Laojiao's channel penetration in the region through Qiaoxi, which will provide a strong guarantee for Luzhou Laojiao's future continuous product introduction and market occupation.

**Model 4: Collaborative Marketing Model**

The collaborative marketing model is a marketing concept and method where the manufacturer is upstream, and suppliers and downstream channel partners complement each other's resources to achieve the goal of rapidly expanding the market network, collaboratively conducting marketing activities such as marketing communication, brand building, terminal construction, and product promotion, to share marketing resources and consolidate marketing network goals, achieving close cooperation between manufacturers and channel dealers, and benefiting multiple parties. It integrates resources between manufacturers and dealers, changes the situation where dealers fight the market alone with their own resources, and manufacturers participate in dealer market operations, with dealers doing the market under manufacturer assistance.

In fact, the '1+1' marketing model of manufacturer-dealer cooperation in the baijiu industry is an evolution of the collaborative marketing model, where the manufacturer sends business representatives to station at dealers, or even sets up 'offices' in the dealer's dominant market, i.e., 'manufacturer office + dealer'. For example, Yanghe's 1+1 model is where branch companies or offices directly do market development, maintenance, brand promotion, consumer education, etc., while dealers mainly play a supporting role. At this time, manufacturer personnel are not only 'market ambassadors' for uploading and downloading, but also 'operators' who help dealers develop and maintain markets. The essence of the manufacturer-dealer 1+1 model is to connect the manufacturer's marketing system with the dealer's network system, forming a '1+1>2' system co-opetition capability. Manufacturer-dealer cooperation to build a systematic marketing model broadens the marketing value chain and is more conducive to regional market control and healthy development.

Currently, the manufacturer-dealer 1+1 model in the market often adopts the dealer company as the manufacturer's 'office'. Since most dealers have weak marketing management levels, with poor personnel marketing quality, team management, process management, terminal management, and promotion management, many situations are difficult to adapt to manufacturer requirements. At this time, the manufacturer's salesperson also serves as the executive deputy general manager of the dealer company, intervening in the dealer company's daily management, helping formulate marketing plans, managing the market, providing professional training to the dealer's team, helping dealers re-establish business processes, and letting dealers participate in the manufacturer's market promotion strategy formulation.

Yanghe's '1+1' model is branch company plus office, where the manufacturer directly does the market, and dealers mainly play a supporting role. Through the '1+1' manufacturer-dealer cooperation model, Yanghe can cultivate second-tier dealers into first-tier dealers, which to a certain extent ensures the loyalty of Yanghe dealers to the brand. In addition, driven by Yanghe Blue Classic, both general distributors and second-tier distributors have obtained stable returns. Yanghe and dealers pursue a strategic alliance relationship. The '4×3' model includes three parties (group consumption, core hotels, media) linkage, three positions (key account department, hotel department, brand promotion department) integration, three standards (dealer selection standards, referring to brand concept, social background, capital strength), and three relationships (responsibilities, rights, and obligations between the company and dealers).

In general, the manufacturer-dealer collaborative model fundamentally changes the previous regional agency model and brand buyout model where dealers led and manufacturers cooperated, instead manufacturers and dealers jointly exert efforts to do the market. It can be said to be a progress in channel models.

**Model 5: Channel Joint Business Model**

The cigarette and liquor store joint business model is a circulation operation model pioneered by Hengshui Laobaigan. Based on the 2/8 rule of the market, it treats core cigarette and liquor stores as hotels, providing profit guarantees and quality services to tap into the group purchase resources behind them, thereby achieving control over the overall market. Strategies mainly include: further classifying the original joint business customers, separating high-quality customers to establish a 'Wealth Club', strictly controlling the number of members, and for club members, fully guaranteeing profits, while strictly managing and implementing an elimination system, and strengthening customer sense of belonging through training, communication, collective activities, etc.

In 2008, Hengshui Laobaigan officially made famous cigarette and liquor stores a mainstream channel for joint operations.

Taking the Shijiazhuang market as an example, Hengshui Laobaigan first collected resource distribution of famous cigarette and liquor stores in the city, and intensively investigated the purchasing power and purchasing groups of each store, then visited each store door-to-door by sales managers in different areas. At that time, famous cigarette and liquor stores were still in the rising stage, so direct visits by manufacturers were very effective. Through street-by-street negotiation and signing, one store one policy, and restricted area sales, Hengshui Laobaigan quickly captured first- and second-tier cigarette and liquor stores in Shijiazhuang.

In the contract, both parties clarify their obligations and responsibilities. For example, operational goals require:

1. The core goal is strong cooperation between both parties, striving to achieve the first place in single-store sales of Shibafang in the store, and close cooperation between both parties for key unit public relations and development;

2. Implement a deposit system, establish a rigid price system, and ensure the maximum benefit of joint business customers;

3. Carry out vivid display of Party A's products in the store, activate the store, and create a hot sales atmosphere.

Sales scope requirements: The contract products entrusted by Party A to Party B for sale are Shibafang series wine. Party B must sell Party A's contract products in this store and must not distribute Party A's contract products to other retailers or resell contract products to other regions; otherwise, it will be treated as cross-regional selling. In particular, rigid price management requires that the supply price and rebate standards of Party A's contract products be based on the '2008 Shijiazhuang Shibafang Joint Sales Price and Rebate System'. At the same time, annual sales tasks also have quantitative and qualitative requirements for core products, among which the total sales volume of products 'eight years' and above must not be less than 40%, and the proportion of 'eight years' and above varieties in the initial purchase quantity must not be less than 40%. In terms of enjoying the distribution mechanism, those who complete tasks receive store rent subsidies, and there are also quarterly completion awards.

In actual operation, exclusive in-store promotions and special counter display awards are implemented respectively. During the exclusive promotion period of Shibafang, Party B must not allow competing brands to conduct any personnel promotions (including hidden promotions) and consumer promotion activities in its store. In terms of group purchases, to assist Party B in unit public relations activities, for key figures in key units reported by Party B, Party A provides Party B with a certain amount of public relations wine each month, with eight-year Shibafang as the standard. In terms of personnel and expense support, promotional personnel are dispatched to the store to assist the owner in sales; public relations personnel are dispatched to assist the owner in developing unit group purchase customers. At the end of the year, there are also joint sales customer points reward policies.

In 2009, the joint business model quietly upgraded, dividing into gold, platinum, and diamond levels of cigarette and liquor stores, which surpassed followers Bancheng Shaoguo and Shanzhuang Laojiu. The upgraded core cigarette and liquor store joint business is called the 99 Wealth Club, which only develops 99 members, with fixed quotas, and dynamic assessment and elimination within the region.

Unlike the first joint business, these cigarette and liquor stores are kings in network public relations and sales scale. In the distribution methods they enjoy, in addition to the original distribution plan, under the hard threshold of improving product grade and sales volume, they also enjoy expected profit distribution and equity incentive mechanisms, as well as opportunities for honorary employees and rotating chairman of the club's future management committee. It is the interlocking of the two-level joint business model that makes Shibafang invincible in Hebei's mid-to-high-end market, with cigarette and liquor stores contributing over 70% of total sales. If this model continues to be promoted, it is likely to be similar to Luzhou Laojiao's 2006 equity private placement cooperation model with dealers.

**Model 6: Brand Advisory Group Model**

From August 24 to 26, 2007, led by Wuliangye Group, 23 leading domestic baijiu dealers formed a resolution in Yibin, Sichuan: to form a brand operation alliance and establish the 'Wuliangye Brand Operator Advisory Group', positioned as 'unity, win-win, cooperation'. This move became an explosive news in the baijiu industry that year, because before this, there was no precedent for an enterprise leading the establishment of a brand operator advisory group.

What attracted more industry attention was that these 23 baijiu dealers were all 'heavyweight figures' in provincial baijiu marketing, with total annual sales exceeding 20 billion yuan, accounting for one-tenth of China's baijiu market share, of which Wuliangye's total sales exceeded 3 billion yuan. The establishment of the Wuliangye brand operation alliance maximized the integration of manufacturer and dealer marketing resources, rebuilt a new marketing platform and manufacturer-dealer value chain, transforming the relationship between Wuliangye and dealers from a simple buying and selling relationship to a deep strategic partnership, and the manufacturer-dealer relationship from transactional to strategic alliance. This new type of manufacturer-dealer relationship is based on strategic cooperation, complementary advantages, resource sharing, brand co-ownership, and long-term development, establishing a closer community of interests, achieving deep resource sharing and benefit sharing between manufacturers and dealers, thereby achieving closer cooperation.

It can be said that the brand operation alliance model has had a profound impact not only on Wuliangye's strategic development but also on the marketing innovation and development of the baijiu industry.

**Model 7: Business School Model**

In the baijiu industry, the term marketing school is not new; what is new is that Suntory actually turned a virtual term into a physical institution connecting dealers.

In 2009, Suntory officially allocated several million yuan to establish the Suntory Marketing School, gathering more than 20 excellent teachers, teaching through self-developed courses, cooperative development, and direct course purchases, covering content such as mindset and motivation, business management, and marketing skills, becoming a veritable marketing school in the industry.

The Suntory Marketing School's teaching targets are mainly internal employees and dealers, with specific content divided into on-the-job employee improvement, promotion employee strengthening, dealer subordinate frontline personnel, and dealer's own team management training.

The Suntory Marketing School is not utilitarian; it completely introduces humanized courses, systematic and vivid, based on the concept of manufacturer-dealer value integration, and dealers do not need to pay. The marketing school has been positioned highly from the beginning, not confined to itself, but with a big pattern and mind to run the school, building a strong culture to construct the inner world of dealers. The effect of this model is very obvious: by accumulating the advocated values through long-term training and finally forming solidification, the trainees after training significantly improved their cooperation attitude and form with Suntory, paying more actively, investing more proactively, trusting Suntory more, and having more consistent visions.

**Model 8: Distribution Marketing Model**

The distribution sales system was first pioneered by Yili Ice Cream. This sales model uses marketing network channel integration solutions to optimize sales channels, transforming dealers into distributors, implementing a scientific distribution model of 'first-level regulation, second-level distribution, service terminals'. That is, market-oriented, redefining customer concepts, optimizing channels, and implementing a scientific distribution model integrating regulation, distribution, and service.

As a manufacturer, by leveraging existing dealers' logistics distribution platforms to build a cross-regional logistics distribution system has extraordinary significance for win-win between manufacturers and dealers. On the one hand, it can make up for the shrinking profits of both manufacturers and dealers, and at the same time, by leveraging dealers' distribution power, improve product delivery speed, which is conducive to both parties better participating in market competition; on the other hand, manufacturers give dealers certain subsidies and rewards, and through assessment of distributors, give them logistics distribution fees not exceeding industry and enterprise standards, and give additional rewards to those who perform well, thereby stimulating dealers' enthusiasm to participate and greatly improving their profitability.

After Yili established product sales networks in more than 500 cities at prefecture level and above across the country, it changed the past situation where 85% of ice cream sales relied on general distributors, to 90% of ice cream products completed through its own network, shortening the distance between the enterprise and consumers, and strengthening the control ability and distribution service functions of the second-level network and terminals. Now, Yili's new products can reach more than 95% of the market within 3 days.

After Yili promoted the distribution system, new distribution models followed by Mengniu, Huayi, Deshi, etc., gradually spread in the FMCG industry. For a time, carefully constructed distribution platforms were everywhere. As enterprises' management of terminal stores and services to consumers reached a new level, channels played more roles in promoting new products and increasing sales value.

**Model 9: Partnership Marketing Model**

The partnership marketing model is where dealers are the main body, manufacturers are the auxiliary body, and they jointly operate the market.

This marketing model is where the manufacturer moves its business platform forward into the market, simplifies complex things, and front-loads all market resources such as promotion, sales promotion, pre-sales, and after-sales to intermediate dealers, establishing a market mechanism with rapid response and quick decision-making.

As brand suppliers, manufacturers only need to do two core tasks: product R&D and manufacturing, and brand promotion; while dealers effectively shoulder the manufacturer's front-end market development, network management, market maintenance, and other functions. This better leverages the enthusiasm of both headquarters and local levels, making every marketing link in the industry chain a 'power source' driving the enterprise forward. In this model, both manufacturers and channels retain their independence, and under the bond of brand and product, relying on different division of responsibilities, each has relatively comprehensive autonomy and operational space.

This marketing model changes the traditional operation habit with the manufacturer as the marketing leader, making channel dealers on the front line of marketing an effective support and service platform for channel deepening. Dealers can adapt to local conditions, use resources effectively and reasonably, and form an effective guarantee for rapid response to market dynamics.

At this time, the manufacturer's actual operational functions gradually weaken, shifting to guidance, management, monitoring, inspection, and other functions. Therefore, for manufacturers, in order to enable dealers to seamlessly cooperate with the enterprise's development pace, manufacturers need to continuously provide training, technical support, certain financial support, and effective information management to further enhance the business and service capabilities of frontline dealers at all levels. Especially in terms of concepts and centripetal force, enterprises must continuously 'brainwash' them with management, turn them into an inseparable organic part of the manufacturer, and bring dealers into the company's operation and management organization to ensure channel loyalty and vitality, establish a comprehensive channel service system, and achieve the enhancement of channel soft power. The latest marketing viewpoint believes that improving dealer management capabilities also improves channel quality, which is more constructive than giving dealers a few more points of rebate. The customer-oriented marketing model is that by providing more training and services to dealers, the more and higher the quality of transmission, the stronger the channel function, the higher the channel quality, the better the deep distribution, and the lower the manufacturer's input cost.

This marketing model is very useful for new or weak brands to quickly build sales channels through low entry requirements for dealers, relying on investment attraction, and large-scale distribution. On the one hand, it can attract many dealers with capital strength, making their products in an active position; on the other hand, it is conducive to rapid network building, terminal coverage, and deep operation, making it easier for manufacturers and dealers to establish effective strategic alliances.

**Model 10: Manufacturer-Dealer Same Body Model**

Under Yingjia Group's sales company, there is a California Commercial Trading Company. This company represents products such as Great Wall dry red Zhenniang series, Kuaijishan yellow wine China Time-honored Brand series, and other non-baijiu brands. According to a Yingjia Lu'an dealer, this California Commercial has existed for two or three years, specializing in developing and representing red wine and other products. Together with Yingjia's Junuo Commercial, Hengshan Commercial, and North Longbo Commercial, it is a subsidiary independently established by Yingjia's sales company. It is understood that California Commercial's Great Wall dry red Zhenniang series has annual sales of tens of millions of yuan, mainly in Anhui and Jiangsu markets. A manufacturer's sales team developing and representing other manufacturers' products is a channel grafting sales model. In addition to Yingjia, Jinjian Marketing, which has long operated baijiu, also launched two new non-baijiu products in 2009: one is William Erma red wine, and the other is Dongyu health wine.

Currently, not a few baijiu enterprises adopt this sales model. In 2008, Red Star Erguotou handed over the Jiangxi market agency to Hainan Yedao's Lugui wine subsidiary in Jiangxi, Haichang Commercial. Among large baijiu enterprises, Yanghe in 2008 has been seeking to develop red wine brands, hoping to promote a national red wine new product with its own marketing system and concepts. Bai Zhiyong, chairman of Zhejiang Zhizhonghe Wine Company, also expressed to the media: it can try to cooperate with other manufacturers to selectively share sales networks, for example, Zhizhonghe helps sell the other party's baijiu products in Zhejiang, and the other party sells Zhizhonghe products in other regions.

In this market environment emphasizing resource integration, the sales scale of channel grafting between this factory and that factory is intriguing. The person in charge of Jiangxi Haichang Commercial, which operates both Red Star and Yedao, once expressed the view that under two conditions, there will definitely be more such models in the future. One condition is that the products of both parties must not conflict; they can be different categories, or two non-conflicting subcategories in the same category; the second is that channels and terminals must have large commonalities, otherwise due to insufficient energy of salespeople or conflicts in operation time, it cannot operate. In fact, such product combinations have been used more skillfully in general commercial enterprises.

**Model 11: Chamber of Commerce Networking Model**

The interactive platform between manufacturers and dealers built in the form of a business club is helpful in market development, order maintenance, and value integration, but this model is easy to become virtual and eventually become a formality. However, for special markets, such manufacturer-dealer organizations obviously still have quite good effects.

On December 24, 2009, the Beijing Dealer Chamber of Commerce of Jiangsu Yanghe Co., Ltd. was established at Beijing Heyuan Jingyi Hotel. Since Yanghe broke into the Beijing market in 2007, dealers have developed very rapidly, especially after Yanghe successfully listed in 2009, it was warmly sought after by dealers in Beijing. It was under this situation that Yanghe intended to raise the entry threshold in the Beijing market. In addition, the Beijing market is too large, with too many dealers, and the transformation from quantity to quality must also be started early. Therefore, the chamber of commerce members were carefully selected, and the 18 selected dealers were all outstanding. The organizational form of the chamber of commerce also solved the problem of large market dealers having few meetings, little communication, and little market tacit understanding. For Greater Beijing, many dealers are superficially harmonious but not truly united, making the market difficult to control. Interaction in the form of a chamber of commerce is conducive to maintaining resonance and resonance of manufacturer policies.

As a non-profit social organization spontaneously organized and voluntarily joined by Yanghe Beijing dealers, the key work of the Yanghe Chamber of Commerce includes the following four items:

First, grasp the nature of the chamber of commerce and strengthen service awareness. Fully play the bridge role of the chamber of commerce, deepen cooperation, strengthen exchanges, information interaction, common development, and strive to create a good atmosphere of mutual trust, mutual benefit, equality, and collaboration.

Second, focus on the chamber itself and do a good job in organizational construction. As the first dealer chamber of commerce organization in the industry, the Yanghe Chamber of Commerce, whether in terms of establishment time, organizational experience, or systems, is not yet sound, and various tasks need further improvement.

Third, organize chamber activities and deepen interactive exchanges. Hold 2-3 Yanghe Co., Ltd. Beijing Dealer Chamber of Commerce member meetings each year at irregular times and places, discuss enterprise development plans, summarize work experience, and commend advanced member units. At the same time, according to member needs, regularly or irregularly organize training and learning exchange meetings for member units.

Fourth, reasonably develop members. Strictly follow the charter requirements, focus on quality in developing members, steadily expand the chamber organization, and appropriately expand the membership team.

**Postscript:** Looking at those enterprises that have become stronger and bigger or developed rapidly, all have manufacturer-dealer integrated marketing models. Although each has differences in integrated marketing ideas, they are all tailored to their own enterprise characteristics, creating differentiated advantages that no one can compete with. So the key to manufacturer-dealer integration operation is not the model, but the enterprise's grasp of these marketing models. I believe that through the systematic combination of the above manufacturer-dealer integrated marketing models, concepts, and methods, as well as competitive products and marketing teams with good concepts, it will surely achieve manufacturer-dealer win-win, create highly competitive differentiated advantages, and firmly occupy the leading position in the industry.

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