Common sense how synthetic resin tile manufacturers develop_ four_level township markets
Everything is for the better development of the project, let Kunhe life bring you the reward of the right back.
Since synthetic resin tiles are vigorously promoted and used in flat slope conversion projects, people have a wide understanding and application of resin tiles in first-and second-tier cities. In addition, due to the continuous expansion of resin tile companies, first-and second-tier cities have been basically saturated, and many manufacturers have turned their attention to the first-tier and fourth-tier markets. Developing these prefecture-level markets and striving for greater market share is the common idea of many synthetic resin tile manufacturers. Business opportunities in the small town market are limited, so how should we develop the small town market?
1. Training channels
First of all, the fourth-level market itself has very limited market capacity and is not suitable for multiple dealers to coexist. If we overestimate the market capacity and blindly add multiple dealers, perhaps the market volume can increase a little at the beginning of the increase in dealers. However, after it rises to a higher value, perhaps the sales curve will go flat or move downward, which violates the original intention of adding dealers, and the relatively terrible malicious bargaining may spread and become uncontrollable. This also runs counter to the view of manufacturers cultivating the market.
2. Step by step
On the issue of expanding and fourth-level markets, manufacturers also follow a step-by-step strategy and follow the existing channel management model. This trend lies in the fact that large brand manufacturers have formulated very comprehensive and macro strategies, which can maintain the consistency of the channel strategies of the primary, secondary and fourth-level markets, and further demonstrate the big strategies of large manufacturers. However, for the fourth-level market, any brand, regardless of its brand awareness in the primary and secondary markets, is equally unfamiliar to this market. Therefore, when entering a new market, whether it be a new brand or a big brand, from the perspective of market awareness, they are basically on the same starting line.
3. Dig deeply
Faced with fierce competition from primary and secondary cities and the increasing saturation of certain product markets, the in-depth and broad fourth-level market is indeed the only way for future development. However, compared with the fierce competition in the primary and secondary markets, the input-to-output ratio of the fourth-level market needs to be carefully considered. The unbalanced development of various domestic regional markets is very prominent, and consumption habits, brand tendencies and even local customs are very different. These all aggravate the risks of manufacturers ‘investment: simply copying successful experiences in primary and secondary markets will inevitably lead to strategic changes. Formulating differentiated products and marketing strategies based on the characteristics of each regional market requires more energy and resources. Without enough financial resources to pay tuition fees, it may be difficult to flourish and make contributions in various regional markets.
4. Cultivate the core
A channel distribution system from general agent to core agent is adopted, and the number of agents at all levels is strictly set, and the number of core agents will also be strictly limited. Through quantity control, we focus on cultivating the distribution capabilities and solution capabilities of core channel partners, and now the profits of agents are relatively large.
Synthetic resin tile enterprises have shifted from flat to sloping cities to fourth-tier township and rural markets. The change in the nature of the project has also changed the manufacturers ‘strategic thinking. How to control the fourth-tier market depends on each resin tile manufacturer. Show the eight immortals crossing the sea and each showing its abilities.
