At present, many front-line brands and developing brands are faced with different degrees of transfer of major customer resources, the possibility of channel resources transfer, and the direction of business transfer. How to stabilize the loyalty of large customers and ensure that the channel resources and customer relations that the brand painstakingly operates can be maintained continue? It is indeed a question worth thinking about with mentors and friends.

Of course, in business and business, all the motivation comes from the trend of interest. As a major brand customer, there is no staged higher profit target as a driving force, I believe most will seek their own way, there are many fresh examples in the industry, such as the frontline Brand NP engineering customers Qingdao Colorful, etc.

As brand manufacturers should understand the truth shared with big customers, they should be tolerant. They should also be clear that the direction and defection of the market channel terminal, or the outflow of resources will cause the brand to suffer a heavy injury. During the period of healing, it will become unknowing. Has been overtaken by competitors, and then catch up with it, not worthwhile gains;

How can we ensure that the resources of our customers are not lost, and that we will not create a passive situation for the “guests and bullies”?

Perhaps some of the following ideas can provide some insights into the brand strategy and business operations of developing paint brands and even first-line brands to a certain extent:

For large regional customers with advantageous financial strength, effective terminal channels, a complete logistics distribution system, and a more complete channel to develop business models, it is advisable to guide large customers to upgrade to “brand operators” in the region. In cooperation with the establishment of a sales company, the company will provide comprehensive and active guidance on the brand operation of the branch. From the perspective of long-term cooperation, it will make good use of many resources accumulated by large customers for many years. The original large customer will be the brand operation management role and will concentrate on In the management and management of new businesses, such upgrading and transformation will likely be the “sustainable development” road that large customers have been looking for.

Of course, the above transformation and upgrade forms are more suitable for developing brands that have a certain brand influence, have a certain market share in the local market, and have a more optimistic market outlook. Because strong first-line brands have absolute strong attitudes, they often do not. Will pay attention to the gains and losses of a city, of course, this is not absolute.

When the newly integrated sales company is established, the two parties will clearly divide each other's work, define specific operational management rules, regulations, and procedures, clarify costs, profits, and responsibilities, all of which will bring brand-new vitality to the market in which the brand is located. Sustained development strategy will also eventually realize the happy and happy situation of “cooperation and win-win”.

Of course, when the “brand operator” cooperation model develops to a certain stage, in order to meet the long-term cooperation, common struggle, common ownership and vision of “brand operators”, whether the brand manufacturers can consider greater The inclusive strategy? For example, the stock distribution of a brand is listed. . .

When the paint industry, the brand operator model to the stage of near homogenization, whether the brand manufacturers can show greater inclusiveness of the Heinerbachuan it? The so-called: There is tolerance;

For example: Will the "brand operator" be upgraded to a "brand owner" with brand ownership?

Is pure equity incentive appropriate?

Specifically how to achieve, please mentors and friends, brainstorming it.