Experience after learning from Yang Dajun's professional store manager.

Where shall we start first? First of all, let's talk about the popular shopping behavior at present!

As far as I know, the general behavior of buying stores can be divided into two situations: dealers buying stores and manufacturers buying stores. Judging from the behavior of manufacturers, there are the following forms:

1, buy out the supply and marketing rights, that is, the hotel can only sell drinks with buy-out brands. This kind of investment is generally relatively large, and it is easy to lose money in terms of cost concept, and many hotels do not allow it.

However, this form is widely used in the business of red wine and beer. Liquor is rare, even if the hotel consumption is not very serious in the first two years. When I was doing marketing in Jinan, I learned that Quanxing bought out Jiangzai Duck Hotel for 200,000 yuan. Anyway, the result is not very good. According to the client, it was lost. I only bought it for one year, and I haven't bought it since.

However, this method has a strong monopoly. Without competitive brands, even the promotion will not be disturbed, and it is easy for manufacturers to establish a competitive advantage. However, if the brand awareness or influence of buyout is not enough, there will be a lot of trouble, for example, some guests will resolutely resist.

However, this kind of shopping situation is very useful in beer, because the brand concentration of beer consumption is relatively high, and there are few cases that come with it. Manufacturers can also supervise well according to the consumption packaging in the store, so the effect is good. Tsingtao Brewery bought stores on a large scale and dried up Baotu Spring in Jinan.

2. Buy out the promotion right

This form is often used in liquor, red wine and yellow wine, mainly because of its low cost. Can effectively monopolize in-store promotion resources-personnel promotion, publicity promotion, activity promotion, etc. , and can make the brand form a strong promotion in the store, promote sales through strong promotion, and form a strong sales.

In fact, many enterprises will still invest heavily in hotels even with a high self-carrying rate, which is of certain significance from the perspective of promotion. We know that if consumers buy from the store themselves, their stay in the store is very short. In many cases, they buy by name. So in this case, even if the manufacturer arranges promoters and shopping guides in the store, including encouraging people in the store to push them, the time to communicate with consumers is limited, so the impact is limited, and some buyers are not direct consumers. Unlike in hotels, where drinkers are always there, consumers usually stay at least 1 hour from the time they enter the store to the time they finish eating. And usually several consumers are together, so promoters or waiters can have enough time to sell to their guests. Even if there is no consumption in the end, it actually enhances the influence of the brand. So we say that it is precisely because the hotel's position as a consumer terminal (consumer place) has not wavered that we can see it now.

Therefore, regardless of the sales volume of the hotel, the promotion efficiency of the hotel is still very high, which is also a consideration for many manufacturers to invest heavily in the hotel under the condition of high self-carrying rate.

But in practice, we have to consider another practical problem: enterprises can buy mobile terminals, but they may not be able to sell them to consumers. Especially now, many enterprises have communicated with some big customers in advance through public relations outside the store. Even if you influence consumers through hotels, the effect may be minimal.

Besides, we need to think more about our competitors. Theoretically, we bought out the promotion resources in the store through buyout promotion, but don't forget that the cooperation between enterprises and hotels is actually an unequal cooperation. Sometimes, in the face of the temptation of competitors' interests, agreements can't effectively restrain the behavior of hotels, let alone some private matters. The so-called "I don't know, you can't guard against it"-stealing lids, stealing benefits to some managers, secretly promoting development, and even finding some crowns. Unless you can have a good relationship with the store, keep an eye on it and tell the truth, it's really not easy to do this, and the salesman will sometimes be lazy and fool around, and the final effect will be greatly reduced.

Moreover, even if we buy out the promotion right, we will continue to invest a lot in promotion expenses and communication expenses, including the expenses of promotion personnel, which cannot be accounted for at all from the cost. Therefore, we can only use the hotel as a promotion platform, and the right to invest is promotion expenses, which are not linked to sales volume, so we can rest assured.

So let's talk about the dealer's buying behavior:

1, buyout supply is not linked to sales.

This situation was adopted at the beginning of buying a store, that is, the dealer negotiated with the store according to the evaluation of the sales volume of a store, and bought out the supply right of a certain drink (which can be red wine, white wine and beer) or various drinks in the store every year.

To some extent, this practice has a certain gambling nature, because no one may know what will happen this year, or the business in the store may suddenly be weak? Therefore, dealers generally choose hotels with relatively stable business to carry out such buyouts to reduce accidents.

In this case, dealers can strive for the goods of various brands, that is, all brands of goods are available, and more reasonable prices can be obtained by using the influence of the hotel from the upstream; For hotels, because of the agreement, they can also supply goods at normal or even higher prices, so they can have a good profit return.

So generally speaking, in this case, the person who bought the store in the first year made money, and when others watched the jealousy to join in the fun, they would quit and not buy out. At this time, the hotel's buyout fee will often be carried up. Even if the latecomers win the buyout right at a high cost, it is not cost-effective from the perspective of profit level and cost input, and some even lose money.

But for manufacturers, this kind of buyout behavior can only solve the problem of products entering the store, and it is difficult to solve the problem of leading sales. If you want to lead the sales, you have to work in the store, but sometimes you will be resisted by the dealer who buys the store, because he supplies all the products in the store. If the profit of your product is not the highest, he certainly doesn't want you to sell well.

2. Buyout is linked to sales.

Its form is that according to the sales promised by the hotel, the dealer will cash in the so-called "extraordinary" return to the hotel in the form of rebate (cash, arrival of goods or physical objects such as cars and common hotel equipment) or in advance or in stages, and both parties will sign a buyout agreement.

In this case, all kinds of products are bought out, so that dealers can find a balance from the profits of various brands and control the expenses in their own hands. Uneconomical products or brands are not supplied at all and are not allowed to enter the store.

Also, if it is the behavior of the manufacturer (single brand), it is not a buyout, but a sales policy. That is, according to the sales volume promised by the hotel, the manufacturer will give the hotel a one-time or phased return in advance or in stages. It is said that many Huizhou wines in the local market are operated in this way, and some people boast that this practice is called a hotel dealership.

But in fact, there are some commercial blind spots in this mode of operation. Manufacturers or distributors have changed their ways and invested in other aspects in the hotel. Anyway, the final result is that everyone should be cost-effective.

If it is the brand behavior here, you need to pay attention to the price. Under normal circumstances, the product portfolio price under this behavior is lower than the ordinary market price, otherwise the store will not agree. If the promised sales volume of the hotel is too high or fails to reach the set sales volume at this time, it is likely to lead to the outflow of products and disrupt the market price. Even if there is an agreement, it is hard to say that the hotel can be held responsible under the premise of unequal cooperation between the manufacturer and the hotel.

There is also a situation called customization, which does not belong to the act of buying a store, that is, manufacturers unite with large chain hotels to launch products specially designed for them. In this case, manufacturers and hotels can have a good profit margin because they omit the intermediate dealer link and have no price comparison. In addition, it is a hotel monopoly product with a hotel LOGO. To some extent, it is the image product of the hotel. Driven by profits, their sales enthusiasm will be very high. Manufacturers can also use specially designed products to reduce channel costs and expand brand influence, so I prefer this form.

At present, I have seen Maotai do this in the market, and some unknown enterprises and brands have tried it, but the effect is not very good. I think the key is the lack of operation. If the effect is good, I think it can be used as a strategy for enterprise expansion. I'm optimistic about his prospects:

First, with the competition in the catering industry, there will definitely be some catering giants whose influence in the catering industry is immeasurable, some are local chains, and some are regional or national chains. There are many such catering enterprises, such as Little Sheep, Little Swan, Shunfeng Fat Beef, Yanchun Group in Shijiazhuang and so on.

Second, with the intensification of competition in catering terminals, everyone may face the problem of excessive cost pressure from costs, and the effect of investment is getting lower and lower. At this time, we must think about it, and customization will become a product of thinking and become popular.

Of course, as an expansion strategy, customization is not only aimed at hotels, large supermarkets, chain convenience stores and even some enterprises and institutions, such as telecommunications, banks and electric power.

However, if this strategy is adopted, the premise is that the enterprise must have strong product development ability, the quality and speed of product development are very important, and it must also be able to solve the cost control problem of small batch production.

The above is the behavior of "buying a store" that I came into contact with, mainly explaining the operation of the hotel from the way of cooperation, as well as other routine contents such as customer management, in-store promotion and so on.

Next, we will talk about the operation of catering terminals from the aspects of customer sentiment, promotion and promotion. The hotel discussed here does not include the situation of corporate buyout.

First, the layout and channel interaction of restaurants.

Traditionally, we always emphasize the distribution rate to the business people. It is true that the issue rate is very important. However, if we want to improve the distribution rate of drinks, especially in new markets, the cost of initial investment may be too high, and even if many stores spend money, it can be said that if the marketing problem cannot be effectively solved, it will have little effect on starting the market. So we put forward a concept in practice, which is called point selection layout. This is mainly based on the following considerations:

1. If we enter the store in a large area, especially in a relatively large urban market, if some stores can't promote and promote in time and effectively, the entrance fee for entering the store is actually a waste. In order to avoid waste, we need to choose further branches according to the promotion ability and market start-up of enterprises.

2. If it is a new brand, the initial entrance fee is very high, and it may even be unconditionally rejected. Moreover, even if the product sells well, it is difficult to lower the entrance fee standard of a store.

3. When the product has a certain influence in the market, entering some stores can gain more negotiating weight, reduce the cost of entering the store and reduce the marketing cost.

There is also some competition between hotels. Through the choice of layout, the competition between hotels on the price of a certain brand can be avoided. In addition to better sales price and profit return, hotels can also be distinguished from other hotels in promotion activities, which makes hotels form a relatively unique competitive advantage.

Well, after choosing the layout, let's talk about channel interaction.

We know that although many liquor enterprises may operate the market in the way of channel operation-the circulation manager is responsible for the circulation channel and the catering manager is responsible for the catering channel. But in fact, all channels in the market are a whole, and there can be cooperation and interaction between circulation channels and catering channels.

At present, when the self-sufficiency rate is relatively high, we usually suggest that the catering and circulation channels of manufacturers operate simultaneously, so that they can drive each other.

For example, in the case that the hotel entrance fee is relatively high or the competitors are relatively strong, we can adopt the practice of encircling and not attacking, and choose to arrange smoking hotels around the hotel, so that consumers who appear around the hotel can feel our brand and let the hotel feel the strength of the brand by gradually influencing consumers, and better solve the problem of entering the store and promoting it in the store; If this store is a competitor's buyout store, we can also adopt this method when the competition cost in the store is too high.

In this way, consumers can contact and feel our products whether they bring their own drinks or buy them in restaurants, and are influenced by brand promotion in the channels. In this way, the interactive influence between channels can be realized, and the operation of the market can be accelerated and the operation efficiency can be improved to a certain extent.

Second, about the promotion in restaurants.

We divide promotion into two types, one is static promotion, mainly through publicity materials, such as shop signs, display stands, leaflets, posters and some decorative advertisements allowed in the store. Here, I emphasize that salespeople must pay attention to these tasks, and don't think that these things are not helpful to sales or can't be immediate.

We know that the influence of a brand is a subtle process. Repeated reminders can make the brand go deep into consumers' minds, stimulate consumers to try to spend or let the brand enter the range of consumers' choices. When these are done, static promotion will be effective.

The other is dynamic promotion, including the promotion of factory salesmen to waiters, the promotion of waiters and promoters to consumers, and the promotion of promotional activities.

First of all, let's talk about the promotion of salesmen to waiters. In the store, in fact, it is more dependent on waiters to promote products and brands. Many times, we will also see that even the best-selling brands, the recommendation words of waiters are still not in place, and the selling points of products are not very clear, mainly because our salesmen are not in place and there is no effective dissemination of product and enterprise information.

Never think that you told the waiter that you had recited it, but it wasn't. They only care about what benefits they can get from selling wine, and never consider how to sell wine. This requires us to instill product and business information into the waiter's mind again and again in daily communication, so that he can better promote the brand. Over time, this promotion will become a habitual behavior of waiters, and then we will successfully occupy the position of waiters.

Secondly, talk about how to make effective use of waiters. We know that in a big hotel, there are usually many waiters, so we can't communicate with each other. This requires us to find those who are influential among waiters or have excellent performance and pay attention to communication, develop them into our core waiters, and let them be used by us through interest temptation and emotional communication in promotional activities, thus driving more waiters to promote our products in the store. In this way, a strong promotion was formed, and sales began through promotion.

There are many forms of promotion for waiters, and there are also many ways to communicate feelings, so I won't go into details here. What I emphasize is the promotion activities for consumers. Perhaps speaking from the activity itself, it is difficult for us to find a promotion activity that can make a sensation in one fell swoop. It seems that every activity consumer is not very interested and the effect is not very good, but please stick to it. There are activities that can make you pay more attention and give waiters and promoters more reasons to recommend. After a period of time, the promotion activities will have an effect.

Based on this consideration, we can renovate the conventional promotion mode, whether in content or form, the investment may not be large, but the key is to persist.

In this way, through dynamic promotion and static promotion, a kind of cooperation can be formed, which can influence consumers.

Third, effective customer management and communication.

Customer management is mainly related to restaurants. Including waiters and hotel management. In the customer management of management, I think the salesman must learn the skills of doing business audit. Business review is a phased review of business progress, including the input and output of the enterprise, the gains and losses in the work, the next business planning and prospect, and some effective sales suggestions can be obtained from the hotel.

By doing business review, on the one hand, we can establish the professional image of the salesman, on the other hand, we can let the restaurant understand your work and gain more understanding from the difficulties. By letting the customer know our position in his business and the investment of the enterprise, we can get more business support.

In addition, it is necessary to communicate with the hotel management in order to collect competitive information from the store more effectively, such as whether the floor manager has the right to let the promoters enter the private room for promotion, the bar manages the sales data in the store, the warehouse has the right to purchase and deliver goods, and the finance has the settlement function.

In these complicated guest situations, we should also pay attention to the handling of some personal relationships. In short, a principle is that you can not defend a person, but never offend a person, otherwise the destructive effect of this person may be enormous.

The other side of communication is the consumer. When we can't effectively influence consumers through restaurants, we can consider communication outside the store. For example, we once suggested to customers that when they enter the store, they should issue communication cards (usually wine gift cards) at the entrance of the hotel. Consumers can get wine gifts with communication cards, and manufacturers are responsible for delivering them at any time. Its purpose is nothing more than to let more consumers try to consume and expand the influence of products, and the effect is good.

Of course, there are many ways to make consumers drink wine, so I won't say much here. As long as everyone knows, the impact on consumers is not necessarily in stores. As long as you can find consumers and let them see or taste our products, it depends on the skill of planning.

Four. Questions about working principles

Many times we choose the layout in order to build core stores and form a core driving role. Usually, in a market, competitors can't do every store well, so when choosing a store, in addition to the hotel's scale, influence, business and wine sales, the first choice should be a hotel with less fierce competition, and actively compete with competitors instead of blindly following competitors, otherwise it will be passive.

Please note that this is a common mistake made by salespeople. They always look for shops with good competitive products. Usually, the competition threshold of this kind of store is very high. From the perspective of input-output benefit, we must try our best to avoid restaurants with strong competitors.

Doing this branch well will also drive other stores, and then we will go to "difficult" stores, which may be more effective.

In addition, in the way and content of investment, try to be differentiated, so that products are more concerned and investment is more effective.

Of course, there are many details in making a terminal, such as consumer communication, inventory management, account period management and so on. These are not fixed, flexible use is enough, but the salesman must not only sell goods without receiving money, so the enterprise will lose a lot.

Ok, let's talk about the operation of so many catering terminals. If there is anything you don't understand or haven't talked about, you can discuss it further. I hope this article can help brothers and sisters who are struggling in the market.