| The dealer has always been the main force in the circulation of commodities in China in the recent 20 years, and it is an important part of commodity distribution channels in China's market at present. Thousands of dealers, no matter private, profit motive, self-centered, fragmented or small scale network, are playing an important connecting link role before it can be replaced by the appearance of large and orderly flow. The dealer is so important that who has lost the dealer, who will be able to lose the market.Based on above profession background, this article precisely takes Jiandao's dealer as the object of study, and aims to analyze series of problems appeared in the management of dealers and put forward the solutions, which is significant in dealer management to enterprises.Firstly, the article defines the concept of fast consumable and dealer, and distinguishes the differences between dealer and agential. The second section begins with simple discuss of current situation, then introduces the character of management and sales process, and analyzes the fast consumable dealer and enterprise demand. The third section analyzes the present situation of how to manage dealers for fast consumable enterprises both in the domestic and abroad, which aims to carry on the contrast analysis to explain the present situation of domestic and foreign fast consumable dealer management, and pointed out the domestic and foreign factories manage dealer's good and bad points. The fourth section introduces the background and the history of JiandaoThe second chapter analyzes the present situation of Jiandao's dealer management of fast consumable with the problem which appears to carry on the analysis. The first section introduces the present situation of Jiandao and dealer management, mainly from five aspects including the choice of dealer, training, prompting, appraisal, improvement. The second section introduces the organization of Jiandao, and analyzes the problem appeared under this kind of organization. The third section summarizes on the foundation of the first two analyses and proposes the fundamental problem of Jiandao's dealer management, which builds the foundation for later analysis. The third chapter starts to introduce how Jiandao solves the problem appears in the dealer management, and this chapter also introduces Jiandao's organization and the improvement design of service flow. The first section makes the improvement according to the problem appears in the organization, to plan a national marketing center mainly based on investment department, planning department, logistics department, which solved the communication barriers. The original messy market has been divided into seven areas, and each area is directly managed by the regional manager. Therefore, the cooperation with the dealer becomes much closer, and it can also provide personalized service. Each of the post's responsibility has been further refined, so that the implementation of the marketing center has been strengthened. The second section is the implementation of dealer's daily management, which could make the dealer management as a process.There are two problems in Jiandao's management of dealer, the first is the dealer's account of sales; the second is channel conflicts, that is, the performance of changing goods. The fourth chapter mainly solves the issue of sales receivable collection, which is an innovation of this article. According to problems appears before, Jiandao should introduce zero bad debt management comprehensively. There are two differences between zero bad debt management and old financial system:1st, the zero bad debt sale pays great attention to the investigation and assessment of credit, the traditional sale is more concerned about how to facilitate the transaction rapidly。2nd, the zero bad debt sales attaches importance to the risk control of order in the medium-term sales, while the traditional sale takes it as a waste of time, Instead of urging companies to produce goods as soon as possible to increase the transaction risk.The first section is the first step for the zero bad debt, that is the dealer credit management. The first step of credit management is to find out the dealer's information. Then introduces four methods of collecting the dealer's credit information, and finally carries on dealer's level-to-level administration. The second section is the second step for the zero bad debt sales, namely the dealer credit management. First of all, sets credit limit to different dealers, and then introduces Jiandao's credit method and the benefits of setting. The third section is the third step of zero bad debt, that is Jiandao dealer's management of account receivable. It should enhance the daily management of account receivable firstly. Secondly, makes the dealer's credibility with form quantification, in order to better implementation of "enterprise accounting system" to build on the system of accounts receivable for bad debts. When processing account receivable, educate should be the function for auxiliary, the economical method primarily, finally formulates the consummation debt collection flow.The fifth chapter is the second innovative point of the article, focused on how to solve the problems of channel conflict for fast consumable enterprises and proposed the system solution for changing goods. This chapter starts with the definition of changing goods, then classifies the characteristics of changing goods and proposes the solution gradually. The first section introduces Jiandao's fast consumable supervision of changing goods, mainly to establish the market supervision department to monitor the product flow and dealer business management situation. The article introduces various patterns of market supervision department, introduces the functions and makes the comparison to the good and bad points. The second section introduces Jiandao's identification code management. The dealer identification code is just like the ID card, it is easy to know the ins and outs of products if channel conflict occurs. This section starts with commonly used types of dealers and identification code labeling principle, and makes a comparison introduction of variety of identification code. Finally points out the problem of dealer identification code management, and emphasizes the dealer identification code and the management method should be used unified to be effectively. The third step of preventing changing goods is the market region division. Jiandao's dealer network is horizontally divided into seven marketing areas, including east and south China, central China, north, northwest, southwest and northeast. The fourth step of preventing changing goods is the control management of the supply of fast consumable goods. First introduces the harm without the controlling of supply, and finally introduces the best-selling goods promotion should be supplied by limited marketing. It should not provide goods for temporary sales without restraint to dealers. The fifth section is the key point of this chapter, the perfection of Jiandao's rebate policy for dealers. Firstly analyzes the advantages and disadvantages of rebate policy for dealers, then introduces classification and form of the dealer rebate policy, and proposes the rebate policy of preventing changing goods and the time choosing of it. The sixth chapter introduces Jiandao's punishment management of changing goods, mainly on the punishment standard and step. The seventh section introduces how to sign the contract with management with dealers.The last chapter is the conclusion and the forecast of the full article and the show of Jiandao's dealer management. Jiandao has reached to a strategic alliance with dealers from the former loose cooperation. Jiandao has not been the best right now, there are a lot improvements to do in the dealer management. |
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