After more than 10 years of development, China's solar water heater industry has matured. According to statistics, the sales volume of solar water heaters has reached 12 million square meters in 2007, and the industrial output value has exceeded 13 billion yuan. It has been developing rapidly at a rate of 20% to 30% each year.
However, the inefficiency of sales channels, the crisis of market cultivation, and the shortage of professional talents have caused the overall situation of the solar energy industry in China to be not optimistic. If China's solar water heater industry is to become stronger and bigger, it must strive to eliminate the above three hidden concerns.
The marketing channel is inefficient.
At present, solar water heaters in the domestic sales channels are mainly the following: dealer agents, factory direct sales, stationed in building materials stores and home appliance stores, construction projects and so on. The above channel model has helped solar water heater companies achieve their sales goals, and has made tremendous contributions to the rapid development of the solar water heater industry. However, from the perspective of the rapid development of the entire solar water heater industry, there are many unsatisfactory aspects of the efficiency and function of the above channel model.
First, the sales channels of dealer agencies are not efficient, and they are easily disconnected due to human factors. Many manufacturers have developed dealership sales channels. In addition to holding various types of investment promotion conferences, they mainly adopt the “sweeping street” approach, that is, sending salesmen to the areas under their jurisdiction to pass through to target stores. The family visited to establish an agent sales channel. Many of the agents and dealers found through this method are self-employed who have developed plumbing equipment, hardware, or kitchen and sanitary ware in the local market. Because these agents and distributors often lack systematic management concepts in the process of selling products, coupled with their one-sided pursuit of short-term profits, their sales behavior in many cases led to inefficient solar water heater manufacturers sales channels. . This situation is particularly prominent in the secondary and tertiary markets. In addition, due to the randomness of this “sweeping street” type of investment promotion, the clerk's eagerness to complete the market development task can easily allow some highly-specialized agents and distributors to enter the channel.
These agents and distributors tried their best to withdraw and retreat when their profits were reduced or when they were poorly managed. As a result, the sales channels of the manufacturers were blocked, and even the manufacturer's sales channels in some markets were broken. The low efficiency of this channel model is also related to the after-sales service of solar water heater companies: At present, in solar energy companies, the phenomenon of “actively establishing channels and negatively maintaining channels” is not uncommon. Many dealers do not receive follow-up support from the manufacturer after playing money, picking up goods, and building a store. Plus the promotion methods and terminal planning are not reasonable, and the phenomenon of product backlog in the channels often occurs, which makes the sales channels blocked