[China Glass Network] Xie Qiang is a business representative of a company, mainly responsible for the business of the A store. Different from other salesmen, although Xie Qiang is just starting to do business, since the takeover of the A store business, the sales performance of the company in the store is very sound inside the company. Not only won the praise of the sales executives in the company, but even the purchase of A store, Xie Qiang, is also full of praise. The relationship between the A store and the company has also been greatly improved.

At the business exchange meeting, Xie Qiang finally revealed his secret to achieving good "performance." -- Turn the "stress" of the store into a "power" to enhance your business. It turned out that Xie Qiang took over the business of the A store and was responsible for the purchase of the category. Purchasing not only takes out the historical sales data of the company, but also indicates the downward trend of the company's sales. It also gave the company a later pass – the sales target in this quarter will no longer reach the store index, and the store will consider “locking the code” for some of the products of the company. Xie Qiang is a college student who has just graduated from school. When he was doing business from the previous time, he encountered such a demanding purchase. The psychological pressure is naturally great.

At the same time, the enterprise side has placed great hopes on Xie Qiang, hoping that Xie Qiang can reverse the passive situation of enterprises in the store. Faced with the double "pressure" of enterprises and store purchases, Xie Qiang, who has always been optimistic and confident, chose to use "pressure" as "power." Xie Qiang was a poor college student during his college years. He relied on student loans to complete his studies. The poor family background has enabled Xie Qiang to develop an optimistic and positive attitude. Faced with the predicament of his own career, Xie Qiang chose to face the pressure and dilemma with a positive and optimistic attitude. After receiving the “Xia Mawei” and “More Wanted” purchases, Xie Qiang carefully analyzed the current status of the brand in the store. It is found that the reason why the brand is too much in the store is caused by the continuous decline in sales of the company. After finding out the reasons for the decline in sales of the company's products, Xie Qiang has developed a sales strategy to promote sales of the company in the store. Xie Qiang carefully analyzed the reasons why the company failed in the previous sales promotion activities, and found the "sticky" that caused the poor promotion effect. By reporting to the department head in a timely manner, Xie Qiang obtained the support of the department head. In this way, after Xie Qiang took office, the previous promotion activities in the A store were all started, and achieved good sales performance. The store purchase gradually became a good impression on this enthusiastic young man. In the following time, Xie Qiang won the support of purchasing through the initiative and procurement communication. In just half a year, Xie Qiang increased the sales of the company in this category by 5 percentage points.

Among the supplier salesmen who deal with the purchase of the store, nine out of ten will think that it is difficult to deal with the purchase of the store. The root cause of the supplier's salesman's negative impression of the purchase is inseparable from the “high-pressure management” implemented by the store purchase to the supplier. It is precisely because of the "disparity" in the strength of the store and the supplier that this kind of "cooperation" between the store and the supplier is actually realized through the management of the supplier to the store!

The experience in life tells us that people are inert, and if they want to give full play to one's ability, they must adopt a "pressure" approach. In other words, the greater the pressure on people, the greater the motivation. For the store, if you want to fully tap the "sales potential" and "resources" of the suppliers, you must also adopt a high-pressure management approach. Generally speaking, the “high-pressure management” of purchasing to suppliers is mainly reflected in the following aspects:

How does procurement implement “high-pressure management” for suppliers?

Fundamentally, what form of procurement is used to manage suppliers is to make greater use of the supplier's existing “resources”. Generally speaking, the “high-pressure management” implemented by suppliers to suppliers is mostly in the following forms:

Comparison of sales data during the same period

In the view of procurement, the sales of suppliers should be a process of continuous growth. Not only does it have to grow every year compared to the same period last year, but monthly sales should also increase from last month or the same period last year. Otherwise, the purchase will consider the supplier's sales performance is not good.

Set sales targets for suppliers

Marketplace purchases usually set annual sales targets for suppliers in their own hands, especially for small and medium-sized suppliers who cannot meet the annual sales tasks set by the store, but are included in the “blacklist” of purchases.

Provide a "sample"

Taking the brand promotion in the store as an example, the store purchase will set clear implementation standards for the execution of the promotion activities in the store, and will provide the supplier with a standard implementation “model”. The purpose is to ensure the effectiveness of the promotion through the control of each execution of the promotion.

Introducing the "last elimination system"

The store is a competitive place for the survival of the fittest. In order to give suppliers a good sense of competition, store procurement often introduces a “last elimination system”. Suppliers at the end of each category's annual sales ranking will be eliminated by the store. The purpose of this is to let suppliers establish a sense of crisis at all times.

How should suppliers respond to the “high-pressure management” of procurement?

As far as individuals are concerned, having "pressure" is not a bad thing. Stress can not only let us know ourselves correctly, but also exert our own subjective initiative to a greater extent. As it turns out, there are many "potentials" to be developed in everyone. The reason why these "potentials" have not been developed for a long time is because they do not have certain external pressure conditions. For suppliers, in the face of the “high-pressure policy” of store purchases, how should suppliers adjust their mentality and turn this pressure into the “power” of their advancement?

Positive attitude

Many supplier clerkes often fail to cope with “stress” and have a very important relationship with their stressful attitude. In the face of purchasing high-pressure management of their own, always make a complaint. There is resentment in my heart, and naturally it will be "discounted" in action. The correct approach is to treat “stress” as an “opportunity” as an opportunity to discover the “potential” of the individual.

Task decomposition of "stress"

To turn stress into your own motivation, you must first learn to break down stress. Decompose the pressure of purchasing yourself into specific steps. For example, many purchases are publicly assigned to some small and medium-sized suppliers to set specific annual sales tasks. In other words, what level of sales should be achieved this year. In the face of such pressure, suppliers must first divide the annual sales task into months, then divide the monthly sales tasks into each day and implement them on the head of each salesperson. The big advantage of doing this is that it can transform some seemingly impossible "pressure" into scientifically decomposable and implementable concrete implementation steps.

Deep mining of existing "resources"

Faced with the “high-pressure management” of purchasing, suppliers can conduct a comprehensive “inventory” of their existing “resources”. See what "resources" you have in your possession. What is the current utilization rate of these "resources"? In this way, it is easy for suppliers to find some "potential resources" from some "resources" that they usually ignore. We say that human potential can be explored indefinitely, as is the development and utilization of supplier “resources”.

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