Construction Machinery Marketing

Comprehensive market layout

At present, some dealers’ sales outlets are limited to prefecture-level cities and some market hotspots. With the advancement of urbanization, the demand for construction machinery for small town infrastructure construction will increase, and sales outlets for agents will need to Counties and cities sink and strive to set up sales outlets in each county, especially loaders, excavator dealers, and the density of sales service outlets should increase.

The increase in sales and service network will increase the cost of agents. Sales expenses are directly proportional to the sales volume. Sales service outlets increase, market influence expands, and sales volume increases accordingly. Even if the agents are limited by their own capabilities, it is impossible to make big investments. Special sales and service personnel must also be arranged to visit the relevant markets so that their influence can cover all of their markets.

The density of sales and service outlets is related to the brand of the agent. If it is a strong brand, it must have a considerable density of outlets in order to win market sales in order to increase the impact on customers. The density of sales and service outlets is related to the strength of agents. With limited agency strength, it is impossible to establish more sales outlets and there are not many sales managers who can develop local markets. The layout of sales and service outlets is related to the capabilities of agents. Agents do not know enough about a certain regional market. They are not aware of the regional market sales, market hot spots, and customer demand characteristics. It is impossible to establish sales service outlets in this region.

The construction of sales and service network for agents must pay great attention to the allocation of resources. These resources include: human resources—sales personnel, service personnel, etc., location of the stores, size and decoration of business area, quantity and model of prototypes for sale, and sales service. Vehicle configuration, repair site and spare parts inventory, etc. In these resource configurations, human resource allocation is the key link, and the configuration of sales managers is particularly important.

In the highly competitive regional market, some agents tend to place more capable sales and service personnel in this region in order to win more sales. In some of the same brand agents, due to the regional connection, an agent who arranges strong branch managers in the connection area will make another agent feel a great threat.

The distribution of dealers' market to the allocation of sales service network resources requires careful planning and comprehensive balance configuration. There is a need for a group of agents (not a few) who can act independently and develop their own market sales managers. The market share of regional sales is often related to the ability of branch managers and sales managers, and whether it can maintain the stable development of regional markets for a long time is often related to the quality of service personnel.

At the same time, the construction of sales and service outlets is related to the control and support of agents for sales service outlets. The current market situation requires that agents improve their management systems and management processes while providing more support for sales service outlets and less accusations. They also provide more help and guidance and mobilize the enthusiasm of sales service outlets.

Problems with the current distributor market layout

First, the layout is irrational, and the number of outlets is too small. The market cannot cover all of them. It lacks confidence in some regional markets, or its own capacity is not enough, and it is unwilling to invest in establishing outlets. Agents should know more about the market to which they are affiliated, and have a good understanding; they have insufficient ability to cooperate with others and establish two-level agency stores.

Second, the allocation of resources is irrational, lack of understanding of some important markets, and insufficient allocation of resources. The so-called important market - the area with large sales volume, the area that is easy to be squeezed out (including the integration of manufacturers, replacement of other agents), and preparations for expansion and development. These regions should increase investment and allocate more resources.

Third, only focusing on current sales, did not consider long-term market development. The regional market is prosperous, some dealers have a good sales volume in a certain area, and they hurriedly set a point. For various reasons, the market has faded and they have to withdraw. Manufacturers give the agency right to hope that agents do a good job in the entire regional market. Agents should focus on long-term market development, and lay out the entire regional market. When the market is booming, resource allocation is stronger. When the market is weak, there are fewer resource allocations.

Meticulous market grooming

The so-called market grooming is to require agents to fully understand the situation of their customers in the market in order to provide customers with suitable products and services. Some agents believe that: We are locals and natives who have done many years of construction machinery. We understand local customers and local customers know us. Now the agent's market area is generally a province or several prefecture-level cities. It is necessary to have a comprehensive and meticulous understanding of the customers in their regional markets, understand the development of customers, understand the operating conditions of customers, and understand the customer's purchasing psychology. It's easier said than done; these agents can only know about 10% and 20% of the customers in their own area, or they don't understand the development of quite a few customers.

An agent has several thousand customer groups. These customers are all recorded on the computer and stored in the computer. In an off-season in the market, they comprehensively combed the stored customers in order to find new requirements, and found that nearly 10% of them were found. The customer has already changed course and has not done any work or closed the gravel yard. According to the development needs of the agents, the agents adjust the sales managers. After these sales managers arrive in the new area, they can always find new markets and new customers.

Market grooming requires agents to carefully organize and meticulously sort out, divide by region (county, or township), and implement it into each sales manager; sales manager comprehensively combing their own areas to understand the customer's industry, operating conditions, existing model brands, etc. , Understand the situation of the hand (hands are often able to provide real information, and is likely to be future customers); sales managers sort out the results of the market, they should report to the company in a timely manner, the company full-time staff summary records; market grooming should implement the task implementation, results Appraisal to avoid market consolidation in the form of half-way.

Market combing results need to be analyzed. This analysis can be divided into two categories, one is the analysis of sales personnel: sales personnel based on the results of market combing, analysis, screening of the possibility of customer purchase and timing of purchase, so as to determine their own time and method of tracking customers, and strive for sales opportunities; The second is customer analysis conducted by the agent company's customer relationship management personnel, which needs to sort, classify, count, analyze, and store the results of market grooming, and then have an overall understanding of the market area to which they belong, if they can further understand the customer's operating conditions, Understand the development of customers, will make a correct analysis and forecast of the regional market, provide the basis for agents operating decisions.