Recently, China Ceramics Network has published endless thought papers on terminal market research. In the past few days, research teams returning from business trips have visited headquarters companies in large numbers. Many headquarters manufacturers are confused about terminals. One of them is: Why is it so difficult for my dealers to transform?
Based on the author’s personal experience, I would like to think about this issue as follows and provide some suggestions.
To answer this question, I think we must first briefly classify dealers. Different dealers have different characteristics and will show different coping strategies when facing the same environment.
First of all, dealers with a young mentality are completely different from dealers with an old mentality.
This is about mentality, not age. Because with the upgrading of people's cognitive systems, age can no longer be an inevitable criterion for defining mentality and cognition. Therefore, we might as well start directly from the mentality, which may be more accurate. So, what kind of dealer is a young-minded dealer? What kind of dealer is an old-fashioned dealer?
Risk awareness, risk-taking ability, acceptance and trying of new things, openness to new ideas, optimism about the future, rigidity of thinking, etc. Generally speaking, those with high indicators are relatively Yan belongs to the group with a young mentality; conversely, he belongs to the group with an old mentality.
Modern psychological research has found that all people's cognitions are subjective reflections of the objective world. In other words, the world recognized by humans can never escape its subjective imprint. This shows that a person's mentality can directly lead to his judgment of the world, the environment and the current status of the industry, and then directly affect the coping strategies he adopts.
In this way, dealers with a young mentality and dealers with an old mentality, facing the same market and the same transformation pressure, will come to completely different perceptions and then take completely different actions. Therefore, relatively speaking, dealers with a young mentality may have a more optimistic understanding of the market state, a greater ability to bear transformation risks, and a better ability to adapt to the new market state. Then - transformation strategy , be more proactive.
Secondly, there is a big difference between vested interest owners and new market contenders.
Whether it is a dealer or a manufacturer brand, we do not talk about the length of time, but whether the essential benefits are vested or not.
With the advent of the Internet era, success seems to have begun to have the possibility of flat shortcuts. Many latecomers have taken advantage of the rapidly developing Internet economy and communication channels to quickly accumulate capital and explode their brands. Although time has a certain correlation with vested interests, it is no longer absolute in judgment.
For example, if a dealer that relies on old channels and operating methods to obtain considerable vested interests is allowed to transform in line with the manufacturer's strategic layout, transformation means change, investment, and giving up part of the vested interests. It is more difficult than for new dealers who have gained nothing and need to re-open their doors.
In particular, the current development of the ceramic tile market has already passed its peak period twelve years ago, and the overall environment has become "cooler" than back then. In this case, if the manufacturer wants to strategically transform to build a brand, it requires a group of dealers who have gained vested interests relying on the original channels (for example, distributor channels, wholesale channels, low-end markets) to follow the headquarters manufacturer in transforming to build a brand. In fact, Is this a huge problem thrown to these dealers: throw away their vested interests (even though the channels and markets for vested interests are also shrinking), and then take risks again to invest in building larger stores and building brands to win an uncertain future? Or, should we accept the current shrinkage and at least be able to continue living with a certain amount of steady income?
Psychological research believes that most people feel the pain of loss greater than the pleasure of gain. In other words, the pain you feel if you lose a thousand dollars is not equivalent to the joy you feel if you get an extra thousand dollars. The pain of loss far outweighs the joy of gain. Therefore, it is not an easy choice fordealers to abandon their vested interests and rush towards a possible greater future.
However, new agents are different. First, he has no vested interests. He is here just to compete for the market. If he does not cooperate with the manufacturer's pace and layout and does not compete for it, he will have nothing. Secondly, from an economic point of view, the investment that new agents invest in store construction and launch will become part of the submerged cost that they cannot give up later and continue to maintain their persistence.
Psychologist research shows that it is difficult for humans to give up easily on the submerged costs that have been invested in the past. Many people will fall into continuous investment and long-term persistence because of their previous investment. From this we know that new agents are more likely to persist in transformation and upgrading.
Third, there is also a huge difference between dealers who are in desperate situations and dealers who have a way out.
There is an old saying: "Besiege the enemy with a noble palace, but do not force the enemy if you are poor." This is because "when the birds are poor, they fight, and when the beasts are poor, they devour." The main meaning is that no matter whether it is an army or a bird or beast, when it comes to a last-ditch battle, , when they reach the desperate situation, they will burst out with huge power.
Following this idea and understanding, in terms of the current situation faced by dealers, when a dealer truly faces life and death, his willingness to transform and his ability to act will be huge.Big ones. On the other hand, if the dealer has only sensed the cold current in the market, but has not yet felt the pain, and has not faced the critical juncture of life and death, its willingness and ability to transform still need to be examined.
To sum up, if your agent’s willingness to transform is not strong enough, you might as well take a look at one or more situations, and then consider how to layout and promote the transformation strategy. The author would like to remind you thatchoices are important at any time, whether it is a manufacturer or a dealer.
A superficial understanding can be used as a guide!
