The manager of an indirect sales network must view the retailer as a medium- to long-term business partner and not just a product distributor. He or she must grasp the market potential, choose and motivate the sales network, guide it toward the desired marginality, and align the sales team to achieve goals.
The course provides the fundamental marketing knowledge for those who want to ensure excellent business results-from analyzing partner portfolios to evaluating and choosing a management strategy.
- Know how to choose, motivate and guide the sales network toward the desired marginality
- Knowing how to select the partner
- Master distributor portfolio analysis and network assessment tools
- Knowing how to balance the distributor portfolio with the customer portfolio
- Know how to make trade marketing operational decisions
- Drafting and negotiating medium- to long-term win-win agreements with partners
- Develop an action plan
- Motivate and monitor results
- Sales and Commercial Managers managing networks of distributors, dealers, retailers, franchisees, multi-firm agents
- All professionals who wish to develop, maintain evolve their distribution network (excluding large retailers)
Analyze the indirect sales network to ensure the execution of business strategy
- ABC segmentation of business partners
- Partner potential analysis
- Analyze the importance of one's company to the partner
- The 3 types of indirect sales network
- Evaluate multi-network/multichannel strategies
- Analysis and survey tools
- Conduct an "x-ray" of its indirect sales network
- Reporting tools.
Manage distributors, dealers, resellers, multi-firm agents
- The ideal relational ways to motivate them, align them toward market goals,
flank them
- Starting with customer needs analysis
- Establishing goals and limits
- Define alternative options (types and numbers of intermediaries)
- Know how to select organizations and personnel
Define priorities for intervention on the indirect sales network
- From analysis to action: how to leverage the data that emerged
- Define priorities and draft an intervention plan
Managing the relationship with partners
- How to apply a SWOT analysis for each distributor and seize opportunities
municipalities
- Goal setting
- Understand partners' expectations and motivations
- The loyalty matrix
- Positioning your offering against each distributor
- The economic viability of the distributor
Manage and develop the commercial performance of distributors
- Managing the network in the context of mutual powers: influencing in a positive way
- Training and coaching as tools to develop sales and retain the
network
- "Accompanying" the distributor in conquering new markets
Trade marketing activities to support an indirect network
- Dedicated supports for maintaining the value of the offering
- Supports knowledge of the products and services provided
- Supports prospecting activities in partner geographic areas
commercial
- Promotional media, merchandising and visual merchandising
- Declining trade marketing levers according to the type of partner
The negotiation of the business action plan and annual goals
- Analyze the market, common opportunities and threats to highlight the
market potential and negotiate
- together to counter competitors
- Company's direct investment in retailer performance: a
topic of "weight" in the negotiation
- Define plan, goals, actions and mutual commitments
Exercises
- Distributor and supplier expectations
- Trade marketing plan for a win-win partner network
- Identification of selection criteria and monitoring of distributors
- Balance of the supplier/distributor relationship
- A difficult negotiation with an Alpha partner (an assault manager)
- How to turn business partner's mistake into a case for success
- Role playing of a win-win negotiation of mutual satisfaction and
success
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