The retailer, which is in contact with the consumer, the producer goods, coupled with the transformation to trade based on the self-service, and the introduction of the distributor marks has caused a shift in the way of doing business for all manufacturers crumbling myths of fidelity in many brands. To the dessert, the relevance today charged the price, poor differentiation of the brand, increasing competition and the drop in consumption makes increasingly difficult sell, and sell with margins already is a pipe dream for most. However, there is who is weather the situation, at least, better than the competition. To collation we will detail some strategies that have been successful. The crisis that we have has not done more than catalyze a process in which we were already submerged. However, the outcome is accelerated before the drop in consumption caused by the economic crisis. What should be the strategy? There is no one answer. Indeed, no I found two equal opinions to the with respect and, honestly, the question raises debates ignited very strongly in favour or against.
It is logical to think that the Distributor will benefit from these savings resulting in a substantial reduction of the selling price, and therefore an important reduction of margins for the manufacturers. However, delegate part of the marketing and sales functions will allow us to as industrialists focus all efforts on improving the product and service, optimize the packaging and logistics, optimize costs in general, eliminate activities of added value and be able to access more information on the sale process, then remember that the dealer has a unbeatable information through the cash registers and loyalty cards. In summary, the key strategy in establishing closer collaboration ties with the manufacturer taking advantage of synergies with the Distributor and eliminating duplications, but makes us a manufacturer anonymous without differentiation and too vulnerable to the designs of the Distributor.