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案例1:笔者最近接触了一位在北京做家居建材的经销商。这位经销商在2008年金融危机时,逆势而动,在北京拿下居然之家的一家店面。经过五年多的苦心经营,目前,这位经销商在北京已拥有6家店面,销售额已经达到了千万级别。目前让这位经销商最纠结的就是,厂家看到北京市场的巨大容量和市场前景,要与这位经销商合营,并想控股经营。这位经销商要想在北京继续做大做强,确实需要厂家的资金支持,光靠经销商自己的实力,很难有跨越性的发展。但经销商对厂家又特别警惕,毕竟北京市场是自己辛辛苦苦打下的江山,现在厂家想“下山摘果子”——获取店面的控制权和经营权,这位经销商无论如何是不能接受的。目前,这位经销商与厂家还在拉锯战中。
Case 1: I recently contacted a dealer in Beijing to do home building materials. The dealer in the 2008 financial crisis, contrarian move, actually won a home in Beijing, a storefront. After more than five years of painstaking efforts, at present, the dealer already has six stores in Beijing, sales reached 10 million level. At present, the dealer is the most entangled is that manufacturers see the huge market capacity in Beijing and market prospects, to be joint ventures with the dealer, and would like to control the operation. The dealer wants to continue to become bigger and stronger in Beijing, does need the financial support of manufacturers, relies on the dealer’s own strength, it is difficult to have leapfrog development. However, dealers are particularly wary of the manufacturers, after all, the Beijing market is hard to lay their own country, and now the manufacturers want to “go down the pluck fruit” - access to the store’s control and management rights, the dealer at any event can not Accepted. At present, the dealer and the manufacturers are still in the tug of war.