A "distribution alliance" channel model
In China market, Wahaha is a typical representative of adopting the distribution alliance model. The specific structure is: Wahaha headquarters-provincial branches-special first-class wholesalers-second-class wholesalers-third-class wholesalers-retail terminals. The main body of this marketing network made by Wahaha is composed of Wahaha companies at all levels, a batch of 2,000 manufacturers, and more second-batch manufacturers, third-batch manufacturers and sales terminals.
In this mode, because the enterprise has transformed the traditional two groups of merchants who love to skip goods and limit prices into distributors, and given them corresponding rights and support, distributors will fully explore and maintain the market and undertake the distribution and door-to-door service of regional markets, which can not only significantly improve the coverage density of channels, but also greatly reduce or eradicate their original impulse to skip goods and limit prices.
On the other hand, enterprises transform distributors from simple logistics distributors into channel service providers, and make full use of distributors' original distribution, team and service platforms. On the premise that manufacturers export management and services to dealers, dealers change from the previous random non-service distribution mode to patrol distribution service mode, and dealers' salesmen conduct patrol distribution mode according to fixed itinerary. At every stop, he will stop at the dealer to check the inventory, arrange the shelves, put up posters and so on. The enterprise sends salesmen to train and guide the dealers and export the unified working standards and norms of the enterprise.
At the moment when the deep distribution bonus of domestic enterprises has reached the limit and the labor cost has risen rapidly, this distribution consortium model is lower in cost and less risky than the model of "dealers undertake logistics and distribution, and manufacturers are responsible for all market work", which is more suitable for most domestic enterprises.
The second is the channel mode of "circulation 1.5 batch"
The advantage of circulation market is irregular and free circulation; Not restricted by administrative regions; Flexible operation, small profits but quick turnover; Variety, convenient distribution; Strong radiation. However, the circulation market is dominated by loose formal relations, with no fixed network and customers. The main means to attract customers is price advantage, which is likely to lead to mutual price suppression and low-cost customers. Without deep service awareness, it only does "sitting on the business".
The second batch in the circulation market is essentially a "famous brand killer". Therefore, "changing the second batch to 1.5 batch" is the main mode to solve the bargaining problem of the second batch.
"1.5 batch" is not a traditional second batch or a batch, but a distributor between the first batch and the second batch. Said it was a second batch, because he got the goods from a batch. The manufacturer broke the previous policy of giving one batch and gave it to the second batch.
In this way, although the original two batches are nominally two batches, they have actually become one batch. Nominally, the second batch picks up the goods from the first batch, and the sales price and policy are determined by the first batch, the second batch or the second batch. However, the treatment he enjoys is that the dealer is between the wholesaler and the agent, which is higher than the second batch, so as to lock the second batch. Manufacturers give certain discounts or subsidies to first-class dealers.
In practice, manufacturers should manage the second batch as a batch, and require salesmen to change their focus from focusing on the first batch to helping the second batch to make the market. In addition to binding the 1.5 batch, we should also emphasize terminal sales and payment collection and do a good job in the core terminal.
Third, the channel model of "vendor collaborative marketing"
The mode of "manufacturer's collaborative marketing" integrates the resources between manufacturers and distributors, and changes the situation that distributors fight the market and resources alone. Manufacturers participate in the market operation of dealers, and dealers use manufacturers to make the market.
The basic operation path of this model is: because the marketing management level of most dealers is relatively weak, manufacturers regard dealers as partners and an extended "office" of the company, and manufacturers send factory representatives as executive vice presidents of dealer companies to help them make marketing plans, help them manage the market, provide professional training for dealer teams, help dealers re-establish business processes, and let dealers participate in the formulation of manufacturers' marketing strategies.
Four, "joint-stock regional sales company" channel model
Since 1997, Gree has built a core sales system with large distributors as the core, and on this basis, it has put forward the model of "joint-stock regional sales company".
The operation mode of Gree's provincial sales branches is that Gree establishes joint ventures with several big distributors in each province, selects several most powerful distributors in each province, and establishes sales companies through equity participation to develop and maintain the market. Gree shares in intangible assets such as brands, accounting for a minority share (later Gree increased its capital and held shares to strengthen its control over sales branches). The sales company has a completely independent management right.
The sales company is actually equivalent to the general agent of Gree Air Conditioning in this province, and the exclusive distribution system is implemented. In the secondary market of each province, Gree adopts selective distribution. In the prefecture-level area, select several powerful home appliance dealers as wholesalers (Gree called agents), and then select several dealers (Gree called designated dealers) as retail terminals.
In terms of specific channel division, Gree headquarters is responsible for formulating and implementing brand communication and promotion activities nationwide, while brand communication and promotion activities in provinces are formulated and implemented by provincial sales branches in each province. The expenses incurred by provincial sales branches in brand communication and promotion activities can be converted into prices and deducted from the payment for goods, and can also be reimbursed to Gree headquarters. All distribution work is implemented and completed by provincial sales branches, which have the power of pricing and channel management. Gree Sales Branch is responsible for the management of logistics, cash flow and information flow.
Five, "distribution" channel model
This sales model adopts the marketing network channel integration scheme to optimize the sales channels, turns dealers into dealers, and implements the scientific distribution model of "first-level regulation, second-level distribution and service terminal".
Jiaduobao implements the general distributor system throughout the country, dividing the national market into six regions, and each region has a general distributor. Then the general distributor will develop some dealers or distributors with professional distribution ability. Jiaduobao calls them postmen and only cares about logistics and transportation. Other expenses, including entrance fees and terminal maintenance fees, are borne by Cardobo. At the same time, the terminal maintenance work, including the development and maintenance of terminal outlets, terminal POPs and terminal animations, is completed by the ground forces of Jiaduobao.
It can be seen that at the channel level of Jiaduobao, both dealers and distributors only undertake the mission of logistics and capital flow. On the one hand, Jiaduobao carried out "high-altitude bombing" and put in a large number of overwhelming advertisements, on the other hand, it implemented the so-called "crowd tactics" and penetrated into every market and terminal network in the country. This air-ground integration strategy is the key to the success of Jiaduobao.
Six, "direct sales" channel model
The so-called direct selling means that enterprises directly intervene and control the sales and management of urban market terminals, thus omitting some unnecessary channel circulation links in the middle. By strengthening the control and management of terminals, the ultimate goal of maximizing sales is achieved.
Coca-Cola Company is famous for its direct selling. Direct selling mode is adopted in the main areas of China market.
Coca-Cola divides the channel types into as many as 22 types. But to sum up, Coca-Cola's channel system can be divided into four types: KA channel, direct selling channel, wholesale channel and 10 1 channel.
Coca-Cola's major customer department is responsible for direct sales of KA channels; The direct channel system is directly operated by Coca-Cola, such as catering channels, school channels and tourist attractions.
Coca-Cola started the service terminal retail market of 10 1 project in 2000, and the sales department was responsible for the operation of 10 1 channel and wholesale channel. The difference between the 10 1 channel and the wholesale channel is that the salesman of Coca-Cola Company can directly control the terminal under10/customer, but cannot control the terminal network under the wholesale channel.
It is found that the channel mode of Coca-Cola direct control terminal has experienced the evolution from regional intensive cultivation to channel intensive cultivation. The implementation of regional intensive cultivation cannot but involve Coca-Cola's internationalization strategy, which is a special business model adopted by Coca-Cola in the process of internationalization. The so-called special business model is to become a partner with local bottlers in a certain area to produce and sell a series of products of Coca-Cola, and at the same time assist the maintenance and development of Coca-Cola brand.
By the end of 20 12, Coca-Cola had developed more than 40 regional bottling plants in Chinese mainland, which were responsible for regional sales and brand maintenance.
Coca-Cola's practice is to take bottling plants all over the country as the regional center, take a certain regional scope as the operating radius, and implement regional intensive cultivation.
The so-called channel intensive cultivation, also known as channel intensive cultivation, is simply to refine the channels, and different salesmen are responsible for different channels, that is, the channels outside the hypermarket are subdivided into small shops, wholesale, small supermarkets, restaurants, Internet cafes, factories, schools, military, medicine and other types, and different salesmen are responsible for one or two channels. The scope of work is not divided by region, but by channel type.
Seven, "alliance business" channel model
The so-called "alliance business" channel mode is that manufacturers and distributors jointly set up factories in the location of dealers, changing the single role of dealers in selling products for manufacturers, and instead letting dealers buy the brand use rights of manufacturers for OEM production, with both parties contributing capital, managing together, and manufacturers holding a group together to sell products with manufacturers. Risk * * * bear, everyone benefits.
This channel model is suitable for those brands whose products have a certain maturity in the local area, especially those brands that are already big items in the local area; Moreover, the market and its surrounding market capacity should be sufficient to support a factory, such as the North China production base project of LU ZHOU LAO JIAO CO.,LTD Co., Ltd.