Coating companies build multi-channel era

With the rapid development of the Internet, e-commerce has gradually penetrated into the paint industry. Faced with the vast market space of e-commerce channels and the plight of the traditional channel market, many paint companies have become aware of the importance of online channels and have begun to enter the e-commerce field. We know that the channel is a key part of marketing 4P. As one of the core resources for enterprise development, the change of channels has become an important piece of chess. Only by using this piece of chess can paint companies have more “living eyes”. "To enhance greater space for development. Traditional channels, as the lifeblood of the development of coating companies, have played an important role, and the rise of online e-commerce or other new channels will also be an important measure for coating companies to consolidate the market.

With the intensification of homogenization of products and the simplification of marketing methods, in order to win the victory of the market, paint companies have all worked hard to make ends meet on a limited cost basis, or focus on short-term capital recovery and focus on Promotions or price cuts; either eager to build a brand, do not hesitate to spend huge sums of money, celebrity endorsement, expect the brand to rise rapidly ... but the effect is always a thousand miles away from expectations. In the case of basic solutions to capital, production, talent, etc., why is this still the case? The problem lies precisely in the channel.

Paint companies are fighting for market sites all the time. The survival of the fittest and rapid development in this competition have directly affected the paint companies' channels, promotions, terminals, products, and management. The channel is a thermometer that reflects the paint market. The development and status of the channel shows the trend of market development. It may be that many paint distributors frequently apply policies to paint companies or place them in dispensable positions if they do not sell well. Coating distributors have become more and more appetite. Once policy support is not satisfied, they may "remarry" or hide the brand's products. This may cause paint companies to have a headache, but many paint companies do not know how to solve it.

Paint companies can start from the following aspects, and eventually gradually realize the strong control of the channel.

1, the channel strategy layout: Some paint companies may not be able to do channel strategic planning and layout, eyebrows whiskers grabbed. Not in accordance with their own actual situation, but the country's large-scale investment, there is no clear goal, there is not much demand for paint distributors, his provincial or municipal generation, he believes that the basket is the dish. The result seems to be that there are outlets in many provinces across the country, and each province has only a few specialty stores and they are doing poorly. One year or several years later, when you look back, there is basically no more. Some small and medium-sized paint companies are currently in a difficult position for development, and have a lot to do with the lack of proper channel layout and planning. Therefore, paint companies should carry out channel layout and planning according to their own product characteristics and resource advantages, and do a good job with targeted strategies. Without clearly recognizing the development trend of the industry and the characteristics of sub-channels, paint companies are easily lost in the direction of the sea in China's 9.6 million square kilometers market. For example, it is possible to focus on a certain province in the early stage and achieve network-intensive coverage and develop to a village-level network. Then, to extend the neighboring provinces, one or more provinces will "eat up."

2, channel development tactics: channel development that is investment, which is a lot of paint companies are a headache. With the increase in the number of brands, competition has intensified, paint dealers have gradually matured, and the difficulty of attracting investment has increased. Many paint companies stated that the cost of market development has increased significantly, and the effect of investment promotion is minimal, which may have become a heavy burden for paint companies. "Investment to find death, not to invite business to die." Is a real portrayal of paint companies. Investment promotion is a systematic project. Don't expect a fresh move over the sky. As a coating company, it is necessary to first conduct detailed investigation and analysis of the key regional markets, and then propose solutions in a targeted manner so as to achieve results.

3. Establishing a management system: Without a systematic management system and implementation system for the channel management of paint companies, they will gradually lose control of their terminals. In this way, a large number of problems such as string goods, price wars, and paint distributors’ strong policies have emerged. Some paint companies are often faced with these problems and are unable to grasp the root causes of channel problems. Therefore, paint companies should do preventive measures and do a detailed management system in advance, such as channel incentive policies, serial goods management, credit management, delivery plan management, promotion management, price and post management, etc., and then implement it through the team. Form a healthy operating system to ensure that the paint manufacturers win-win.

4, to help paint distributors grow: We found that although many companies' investment efforts are strengthened, but channel members' profits are decreasing, communication with consumers is declining, and the centripetal force of channels is gradually weakening. There is also the fact that as the paint distributors grow bigger, they need more than just providing products and promotions related policies and programs. This requires companies to develop targeted courses, understand the real needs of dealers, targeted training. For example, larger paint distributors may consider helping them sort out management systems and processes, increase their thinking heights, and actively guide them in their transformation and development.

In reality, there will be large-brand corporate fraud dealers, and dealers will bully businesses. Paint manufacturers have been spiraling into the fight for a long time. In fact, the channels are like the blood vessels of our body. The products are blood, and the two sides rely on each other. Paint manufacturers can reach consensus through communication and work together to achieve a win-win situation.