經銷2.0計劃的背後思考
- reneechen1995
- 8月22日
- 讀畢需時 3 分鐘
執行「經銷2.0計劃」的時候，我曾經分享過我們走訪的據點，但一直沒有好好說過：
為什麼要改變？
又遇到什麼困難？
我們又收到了什麼樣的回饋？
這個計劃的初衷，其實很單純：
提升品牌形象
穩定通路，解決削價競爭
合作夥伴一起進步，共存共好
SDN這個品牌，已經在市面上超過20年了。每年大概有2-3萬雙鞋在市場流動，電腦裡的客戶編號也早已突破700號。這些交易模式，一直都是「買斷」。在這樣的背景下，如果突然要控制末端售價，可以說是「寸步難行」。
還記得當我開始逐一撥打給經銷商時，聽見了許多前輩的真心話。
有人說：「這樣的例子很多，但最後往往失敗收場，甚至還會落得忘恩負義的名聲。」
也有人提醒我：「你們要撐得下去，因為數量會下修得非常明顯。」
也有人說：「我沒賣多少，不用跟我說這個計劃。」
那一刻，我真的很感謝這些直言的前輩。因為他們的經驗，讓我能看得更清楚，也更有心理準備。
我始終知道，我們從何而來，沒有大家，就沒有我們。所以，這個計劃的核心理念，只有一個：共好。
現在已經來到八月了，我慢慢感受到一些不同。
每天日更，努力透過自媒體讓更多人看見；
夥伴們的補貨數量與頻率開始提升；
甚至連終端客戶的年齡層，也有年輕化的趨勢。
這一切，讓我覺得很感激。
因為改變的路雖然辛苦，但方向，似乎正一步步走在對的軌道上。
日更 day 51
When we started executing the “Distributor 2.0 Plan,” I once shared about the places we visited, but I never really talked about the deeper questions:
Why did we need to make a change?
What challenges did we face?
And what kind of feedback did we receive?
The intention of this plan is actually very simple:
• To elevate our brand image
• To stabilize distribution channels and reduce destructive price competition
• To progress together with our partners and create mutual prosperity
SDN has been in the market for over 20 years now. Every year, around 20,000–30,000 pairs of shoes circulate in the market, and our client IDs have already surpassed 700 in the system. For all these years, our transaction model has always been “buyout.” Under this reality, suddenly trying to regulate retail pricing was, to be honest, an uphill battle.
I still remember when I first started calling our distributors one by one. I heard a lot of honest words from experienced business owners:
• Some said, “Many have tried this before, but most ended in failure, even leaving behind a reputation of being ungrateful.”
• Others reminded me, “You need to endure, because your sales volume will take a sharp hit.”
• And some even said, “I don’t sell much anyway, so you don’t need to tell me about this plan.”
In that moment, I was genuinely grateful for their candor. Their experiences gave me a clearer perspective and helped me prepare myself mentally for the road ahead.
I have always known where we came from—without our partners, there would be no us. That is why the core principle of this plan is simple: mutual growth.
Now that it’s August, I can slowly begin to feel some changes:
• By posting daily updates, I’ve been working hard to make our brand more visible through social media.
• Our partners’ replenishment orders are starting to grow in both volume and frequency.
• Even the age group of end customers is showing signs of shifting younger.
All of this fills me with gratitude.
Because even though the road of change is tough, it feels like we are gradually moving in the right direction.
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