Liquor distributors survive and develop.
Since 2000, I have served liquor distributors in Zhengzhou for ten years, from a grassroots hotel department salesperson, department manager, deputy general manager, and general manager to today step by step. I have worked with different wineries, and I can remember the pain points and problems that liquor dealers have. I have been studying a topic "The Survival and Development of Liquor Dealers". Today I will briefly talk about my feelings:
1. Company development strategy.
Most of the liquor distributors I have come into contact with have no company development strategy. This approach of taking one step at a time is terrible. If you cannot clearly understand your own advantages, have no clear development goals, don’t know how to choose an agent brand, have not established a profit model, and have not built your own core competitiveness, the development of the company is like a blind man riding a blind horse, which is really dangerous.
2. Choice is greater than effort.
How to choose a long-term brand that suits your agent? Many people only look at product packaging, wine quality, and market support. The final result is that they are very hurt! It should look at the mind, pattern, dream, strategy, reputation of the winery boss, and the top-level design, innovation model, strategic determination, success stories, industry resources, professional ethics, market control... A brand's life cycle is determined by the winery boss and professional managers. What is the use of just looking at the product?
3. Stick to walk on both legs.
uses first-tier famous liquors to drive traffic and establish sales networks, while building their own brands and their own channels. Some dealers like to say that I sell famous wines, which is so funny! You are just a drink porter with the spirit of Ah Q! Can your famous wine agency be passed on to future generations? I'm afraid that if you change your leader, everything will disappear! Destiny must be in your own hands, and you must build your own brand, your own channels, and the region is king. You must choose an upstream partner who is honest, has a future, develops rapidly, and can allow you to sleep at night.
4. You must learn to settle accounts.
Whether a company can make a profit, dealers must learn to settle accounts by themselves. Where do you make money and where do you lose money? You must be clear-headed and clear. The company's development must be stable and avoid blind and rapid development. As the saying goes, the size of the bowl is as big as the size of the rice. Don’t easily believe in the deceptions of winery personnel, don’t take loans, don’t overweight goods, be careful in budgeting, run small steps, live within your means, and develop in a rolling manner.
5. Strengthen internal management.
Many small companies do not establish systems and processes, and large companies do not establish corporate culture. There is no modern enterprise management system . Generally speaking, it is a family business and there is no professional manager system. These are all bottleneck issues that restrict the development of the company.
As a professional manager who has been devoted to studying corporate management in the liquor industry for more than 20 years, I have become my partner. I am willing to provide all-round free consulting services for your company's development.
