1. Industry
Famous foreign beverage companies-carbonic acid
2. Background
In the central urban market of third-tier cities, I am generally at a disadvantage with my competitors. The competitive situation in the main channels is as follows (comprehensive evaluation of customer coverage, SKU distribution efficiency, display, sales and other indicators): KA is basically the same; Class b stores are equivalent; CD stores are slightly stronger; The special channel is only equivalent to 1/2 of the other party; Township channels are equivalent to 1/2 of each other's. As can be seen from the above, my main weakness lies in the special channel and township channel. As the sales expenses and customer resource precipitation are the strengths of competing products, I can't fight hard with them. At this time, circuitous operations and innovative thinking have become an inevitable choice. The first opportunity I saw was Shuanghui, Jinluo and Yurun cold meat specialty stores with reasonable layout and wide audience. The cooperation with them directly improved my market and sales performance, and excavated a potential golden channel that competitors did not find or disdain to pay attention to. By the time the competitors reacted, I had firmly established myself.
4: Scheme
The development process is actually not complicated. Simply speaking, it has gone through the investigation of customer information (address, name, name, telephone number) of the specialty store-including the route-fixed visit-joint promotion-display shelf release.
1. Customer data survey. Some people may say, why not directly find the relationship and get the information from their store, so as to save the process and time cost? Here I want to say that my company is second to none in terminal execution management in China, but even so, the accuracy and activity rate of route customer information can only be above 8% and 75%. Route management is a dynamic and constantly updating process. Anyone who dreams of having a market and sales volume with all the information is naive. Therefore, route investigation and first-hand information are the first step to success. Just like arranging troops in a war, you have to explore the terrain first, and famous generals personally bombed it, and even ventured into the front line.
2. Incorporate the route. Incorporating the route is not simply to add it to the route book. As a manager, we should fully consider the workload of front-line salesmen. The customers who are included in the route must be of high quality, compatible in route order, and the salesmen have the ability to serve. This requires some trade-offs. At this time, we should fully respect the opinions and initiative of our subordinates, put forward principles and standards, and leave them to the salesmen to deal with themselves.
3. visit regularly. The development of new customers and channel creation is not a day's work. Fixed and intensive visits are the key to success. Before the visit, we should work out a sales presentation plan (PEPSI) with the business personnel, and conduct repeated drills at the morning meeting. Make the project progress tracking table (Gantt chart), follow up and measure it in time according to the plan, and solve the problems in time when found.
4. Joint promotion. Joint promotion is a very effective promotion method, which can combine and integrate the high-quality resources of both parties, quickly occupy consumers' minds, promote brand communication and promote sales. Commonly used means are full purchase and lottery. The way I use is to buy chicken wings and add coke to 15 yuan. This is mainly based on the following considerations: the strong products of the specialty store are pork products, while chickens and poultry are weak products. I use the strong brand Pepsi to match its weak products to help the specialty store increase sales and passenger flow. The specialty store buys my products at low prices for gifts, and we are responsible for material publicity. In this way, the store got profits, sales volume and popularity, and I got channels, sales volume and brand reputation. The activity schedule was 8 days, spanning 4 weekends in a month.
5. After a period of cooperation, high-quality customers with large stores and high sales volume were screened out, and some display shelves were appropriately invested to seize the display resources.
five: record. The number of customers has increased by 2, and the monthly output and sales volume is 1, TEUs, accounting for about 2% of the monthly sales volume in our regional market.
six: expenses. The cost of the whole project is about 3, yuan, and the cost rate is .3 yuan/TEU.