How Can Distributors Apply Their Knowledge?

In the current domestic distributor group, there are a large number of dealers with learning consciousness. This is the external environment forcing. Many new knowledge and new skills shortage has become a major obstacle to the development of dealers. On the other hand, some dealers are trying to upgrade their distribution business in management and development in order to upgrade themselves.

Of course, the opportunities for dealers to learn are also increasing. The dealer training organized by the manufacturers at the annual conference of dealers, the learning and training organized by local trade associations or dealers associations, some of the enterprising dealer owners will spend their own money to consult the company's professional trainers to teach.

To sum up, these learning conscious dealers receive less training courses each year than those of the manufacturers. However, in fact, there is not much to achieve effective conversion. That is, many dealers are learning from the front, then losing, and then learning to lose again. Why is that there? The main work of the author in recent years is to train the dealers, and also track the specific implementation of some distributors after learning. The cases of learning to apply or learning to abandon have been analyzed and collated separately.

    第一点:经销商自己对学习的看法与态度是一个很重要的方面和前提。

Dealers' judgments of things are mostly guided by experience. When accepting new things, they are based on the accumulation of their own experience, or are judged by the scope of their own eyes. If they are exposed to the wide range of new things that they know, OK, that is no problem.

If the new affairs that have been accepted have gone beyond the scope of their knowledge, such as a new analytical system or a higher and broader observation height, many dealers' subconscious reflection is conflict and suspicion.

Really? Really? Is that possible? It's a matter of fact!

For example, when introducing new products, few dealers conduct rational market research and analysis, but analyze and judge the market prospect of the new product according to their previous sales experience and the sales situation of similar products that they can see. Of course, this way of analyzing and judging is very bad. This is also the fact that we see a large number of dealers today constantly looking for new products, and constantly making new products into dead products, and then looking for new products.

The reason for wasting a lot of money and energy.

On this issue, dealers need to change their mindset. Since they come to study and receive training, they need to make up for their deficiencies in many aspects and learn new things instead of seeking to be accepted and recognized by their minds, so as to broaden their minds and learn.

    第二点，正确的看待培训师

A lot of trainers in China have some characteristics, they are not able to solve specific problems, but they are good at inculcate a set of things that the trainers insist on. It is good to listen to students to learn a new way of thinking and experience, and then use their new ways of thinking and experience to consider and analyze their problems. In fact, it is very difficult, especially for dealers.

Moreover, many new ideas, new ideas and new ideas put forward by the trainers in the actual operation process require a great deal of environment, and this changing environment is a process of great change. From the angle of safety and acceptance, most dealers can only accept gradual change instead of great change, because the risk of great change is too great, and dealers are unwilling to take a career that they have worked hard to create as an experimental field for trainers.

All of them refer to the problem of channel construction and channel reorganization, and think that the comprehensive reorganization and integration of channels can better enhance the utilization ratio of resources and the docking of the market. Indeed, it is indeed necessary to do so in the future, but the channel of dealers has accumulated for quite a long time, and the internal environment factors are very large. If the reorganization is carried out directly, the impact on the business will be very large. Besides, once the old and new systems are not connected, they will undoubtedly bring opportunities to the competitors. Moreover, the workload of these alterations is very large, so the business can not be completely stopped. Let's take another example. Now there are many training courses.

Instead of implementing great changes at one go, all channels were reorganized.

On this issue, dealers have to think clearly before they receive training, what I want to get, I have to solve those problems, learn to prepare problems before learning, and take the initiative to find opportunities to raise questions in the process of training, especially when they agree with some new directions and ideas, and some of them are rapidly raised to trainers. Otherwise, trainers will gradually bring everyone to a direction he sets, which is often a direction that can only be solved through great changes.

    第三点，使用的次序问题

Learning is to change or enhance the status quo. From a security point of view, we should change hands from small to small, divide priorities and deal with them one by one. This is the gradual change we mentioned above. Of course, the ultimate goal is to make great changes, but we can dismantle this great change into several gradients.

After defining the overall direction, dealers can split the whole reform plan into a few small plans, sorting out the order before and after, starting from minor matters, such as the basic office environment rectification, the collation of customer files, and then gradually extending to the business process and internal management.