Source: 雪中煮酒雪 (ID: xuezhongzhujiu)
Making distributors bigger and stronger has become one of the company's biggest consensus. We deeply recognize that only when distributors grow strong together with the company can we support and win the victory of 'decisive battle for high-end, quality development'.
Product premiumization and accelerating consumption upgrades, but distributors' profitability has not improved accordingly; they earn less and less, feeling the company is fleecing them.
Competition has undergone profound changes, but distributors' capabilities have not kept pace with the new normal of competition, still relying on experience and traditional methods to operate in a new world, and their operational capabilities struggle to keep up with the pace of the times...
How to make distributors keep up with the brand's growth pace? How can the brand feed back into distributors' development, making each other an effective community for strategic goal realization and strategy implementation; letting distributors follow the brand wholeheartedly and become partners in the same trench, is actually a significant test for the company.
Making money is the foundation for distributors to follow the company: Where does profit come from? It must come from the market. Earn it through appropriate strategies, effective rules, and pragmatic execution.
A reasonable price system design is the foundation of profit. Only by ensuring appropriate profit for merchants in the price system design of different grades and varieties can they have enough motivation, and market operations can effectively set sail;
After price setting, price protection and stability are the guarantee of profit. In many markets, merchant profits are getting thinner or even unprofitable. The focus of contradiction is the lack of ironclad price protection rules and price inspection mechanisms, leading to chaotic prices.
As competition changes, improving cost efficiency has become an important way to increase merchant profits. Only by reforming the way fees are invested in consumers, terminals, and channel links, and taking precision and efficiency as important guarantees for lean sales and merchant profits. **
Many merchants have problems in fee investment methods and efficiency, sacrificing large profits in the black hole of fees.
To gain more profit, it is necessary to become bigger and stronger, increase share, and expand the beer main business. On this basis, orderly promote category enrichment, enhance category combination capabilities, build competitive advantages, and expand revenue sources. This is a hurdle that distributors must overcome in their development.
Being able to make money continuously is the core for distributors to follow the company: How to make merchants' operational capabilities and scale improve simultaneously or even ahead of scale development is an important test on the merchant development journey.
The bottleneck for some merchants is not business but internal management and operations. Let the basic business capabilities support the continuous expansion of scale; on the basis of consolidating business advantages, focus on team building, let the team's four beams and eight pillars support business development; let the head wolf and the pack effectively coordinate to form a truly strong team;
Let the effectiveness of assessment match team building rather than become a shackle to development; build an effective talent evaluation mechanism so that team members have both work and hope; this is a short board that many merchants urgently need to make up.
With the team as a guarantee, how to strengthen financial management, manage accounts well, calculate accounts clearly, and manage finances well also requires merchants to have a broader vision and more learning. Many merchants have grown in scale but have a muddled account, with many financial management loopholes, losing the money earned in the market through unclear accounts.
Increasing revenue and reducing expenditure are always the two major sources of profit. In addition to business revenue growth, how to effectively reduce operating costs, warehouse, logistics, distribution, and scientific operation require merchants to think and improve. **
Being able to achieve a greater pursuit and vision beyond profit is a powerful driving force for distributors to follow the company: Only by achieving better personal value, team value, and social value can one be called an excellent entrepreneur. Merchants should leap from simple money-making and business to career and value realization, which should become their vision and pursuit.
Through becoming bigger and stronger, with a solid profit guarantee, how can merchants rely on the platform to achieve better personal value and become industry leaders or flagship enterprises in their markets?
Some of our excellent merchants have become leaders of local chambers of commerce, industry associations, or people's congress representatives and CPPCC members, which is the best embodiment of personal value realization; while achieving personal value, build an excellent team, achieve better team growth and development, and let them find the best career development platform.
In this way, your business quietly turns into a career; with a successful career, how to give back to society and make greater contributions and returns to society should be the dream and vision of excellent entrepreneurs.
Profitability, sustainable development, and the three realms of pursuit beyond profit—what role does the company play in this? Do we have a reasonable profit plan for them? Do we have measures and rules to protect and stabilize prices? Do we have timely planning and guidance for fee efficiency improvement?
Are we sincerely supporting them to become bigger and stronger? On their growth journey, do we provide precise empowerment and assistance? When they achieve pursuits beyond profit, do we help push them?
In the market battle, excellent merchants pursue their dreams, moving forward in the sea of stars of becoming bigger and stronger, with triumphant songs; but some merchants unknowingly fall behind. Should the merchants who fall behind also think about where the problem lies?
Making money, continuously making money, and also achieving greater pursuits and more beautiful visions beyond profit. As the leader, the company should have deeper thinking and more active action!
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