1998年对于全国化妆品代理商来说是艰苦的一年。面对经济滑坡和各大厂商的激烈竞争,消费市场急剧萎缩。作为厂家与消费者之间连接纽带的代理商一方面受到了制造商越来越大的压力,另一面又不被广大消费者所认可。在这种双重压力下,众多代理商被搞得筋疲力尽,勉强支撑,有些甚至不得不关门大吉。作为一个专业化妆品营销人员,在积极探索如何解决代理商所面临的“瓶颈”压力时,我终于理解并接受了一种全新的营销理念——销售商根据自身原有品牌和销售渠道的实力,委托制造商代为 1998 was a difficult year for national cosmetic agents. Faced with the economic downturn and fierce competition from major manufacturers, the consumer market has shrunk dramatically. As an intermediary between manufacturers and consumers, agents have been subjected to increasing pressure from manufacturers, and they have not been recognized by consumers. Under such double pressure, many agents were exhausted and barely supported. Some of them even had to close their doors. As a professional cosmetics marketer, in actively exploring how to solve the “bottleneck” pressures faced by agents, I finally understood and accepted a new marketing concept - the strength of the sellers based on their original brand and sales channels. Delegate to the manufacturer