In May 2008, the A brand server business began. Our job is to distribute A-brand servers to the entire province of Guizhou. Combining my own work, I summarize the three aspects that the channel work needs to understand first, that is, what I call the "three axes":
First, the organizational structure
The organizational structure I refer to has an external structure and an internal structure. Understanding this structure can help us rationalize relationships and how to deal with them in order to effectively complete the channel work.
(1) External structure
I describe our external structure as an Asian. Our upstream is the company A and product distributor; the downstream is the industry customer and channel partner.
Unlike company A, which distributes products, company A puts resources in the general agent. The company's salesmen are divided into channels and industries. The responsibility of the two types of salesmen is to help distributors to attack orders. And can not go directly. As a core distributor, the purchase channels for all products are the five general agents in the country. After understanding this structure, as a core distributor, we must obtain the support of the local salesperson of Company A, and also know how to deal with the five agents to obtain better pricing policies or other promotional support. . As a local salesman of A brand, each person has a specific division of labor, in charge of their respective territories, and even some of the information left by users through 800 telephone consultations are handed over to these salesmen, so the relationship with these salesmen is directly It is related to the transmission of information or the amount of business. From the current situation, the salesperson of Company A is basically stationed at the core agent office for a long time. These salesmen and agents form a community of interests. We can almost guess that they are getting a copy of the company. In addition to a good salary, there is another part of the extra commission given by these core agents. In addition, as the five general agents in the country, there are also a lot of resources in hand. The price of the delivery is more important. We can eat large quantities at a price, or purchase them in small batches. Other resources such as account period, sales rebate, etc. Therefore, it is important to understand the two parts of the upstream.
For the downstream we have industry customers and some channel partners we are looking for. Here I detail our downstream partners. At present, we find that the potential partners in the downstream are mainly system integrators, software vendors (or their agents), website developers, PC distributors and so on. System integrators don't say much, for software vendors, basically one unit needs a set of software (such as ERP) to definitely need the server to run, so we regard the software vendor as a potential partner, both relatively well-known enterprises, Such as UF, Kingdee, there are also unknown software vendors such as OA office.
(2) Internal structure
The internal structure mentioned here can be understood as the organizational structure of the company. We look at channel work from a systemic perspective. The completion of any job requires the cooperation of various departments. We need the employees of the technical department to participate in the installation and commissioning of the server and some simple after-sales services. We need the finance department to pay us and invoice; we need the seal of the administrative department. Sending a fax; more need to get the strong support of the company's top leaders. Here, we find that in respecting the work of various departments and living in harmony with colleagues in other departments, the channel work will be extra smooth.
Second, sales knowledge
The sales knowledge we need to have is mainly about the skills to communicate with our customers.
(1) Who is our partner?
When we are in contact with the channel, we must first figure out which ones are our partners or what may be called our partners. Our criterion is that the "enemy" of the "enemy" is a friend, and the friend of the "enemy" is the "enemy."
For example, if we understand that a system integrator and another core agent (our competitors) have deep cooperation and understand this, we do not need to contact, have more contacts, and even have the danger of revealing confidential information. Of course, the big strategic idea of ​​our competition is to unite the core distributors of other A-brand servers, and to grab the market share of HP, DELL and other products together, instead of being limited to their own small circle, no matter what the competition concept, we call All opponents are competitors.
(2) Passing our support
The second step in our engagement with our channels is to explain to them what kind of support we can provide. Such as account period, public relations, bidding, etc. Since we are doing system integration and are a highly qualified and comprehensive company in the province, we can provide bidding support to many partners. Such support is especially competitive in the prefecture.
(3) After the basic information is delivered, it is to find the entry point, strive for cooperation, and reflect the previous commitments in one cooperation, and gain the trust of the other party in order to win long-term cooperation. The cooperation methods we can take include business profit extraction, assistance with standardization, and qualification assistance. Business public relations profit extraction refers to the partner's attack, we bid, and is responsible for capital turnover, project implementation, so that partners only get the profit of business public relations; assisting the standard is mainly to help our partners bid to promote the bid; qualification help It is only the use of our qualifications for partners, capital turnover and project implementation are the other side to do. From the current cooperative practice, the three methods have different degrees of operability.
Third, product knowledge
The products we refer to are not a single understanding of their products. You also need to know about alternatives and related products for this product.
(1) own products
The product knowledge of the server is more complicated, we need to understand the categories of different products, various technologies and so on. Only by first familiarizing ourselves with the products we sell can we face our customers and win the basic respect of our customers. Therefore, familiarity with our own product knowledge is the foundation.
(2) Competitive friends products
Alternative products for A-brand servers include HP, DELL, Twilight, Inspur and other servers, as well as those who do DIY. Although the products of A brand company are positioned at the high end, in the case of bidding, the low price is often won in the case of satisfying the bid, so we will thoroughly understand all the related products in order to know ourselves and know each other.
(3) Extended products
We still use the server as an example. Knowledge of related products mainly refers to the products involved in the project that may use the server. Such as those doing monitoring, video conferencing and other projects. Products that may be involved include switches, routers, various software, firewalls, and so on. Nowadays, in business competition, we advocate not only selling products, but also selling services. Therefore, when facing our customers, customers hope that we can provide integrated solutions, which is the consulting type proposed by sales experts. Sales.
Mastering the above three aspects, although it can not guarantee the certain success of the business, but this is the more basic conditions for our business. Sun Zi’s Art of War: More counts are less than counted, and nothing is wrong. Be prepared to meet business challenges.
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