Competitive environment generally refers to all sales behaviors that constitute competition within a certain industry in a certain region, that is, the impact that a commodity or service has on each other in sales behaviors. For feed, the competitiveness of the manufacturer's products is reflected in the behavior, dealer's operation methods, and the user's feeding level. Shopping malls are like battlefields. See clearly your position in the competition, and then identify who are your main competitors: (1) In the same sales area, with the same or similar transportation routes; (2) Both wholesalers or retailers , that is, the distribution level is the same, the scale is similar, and the influence is similar; (3) the brands distributed have strong competitiveness; (4) new dealers with strong growth momentum. Using various means to collect information on rival sales networks plays an important strategic role in determining target customers, sales strategies, and establishing and consolidating your own distribution network. The information should include family members, social relationships, personality hobbies, financial credit status, etc. If you know the enemy, you can fight a hundred battles without danger. If you know your opponent's sales network well, your business is already half done. (1) Calculate profits based on capital investment based on market conditions; (2) Calculate due profits based on a single package of feed; (3) Determine various prices under the guidance of the manufacturer, and calculate profits at these prices; (4) Without careful planning in advance, just sell when you can make a profit, no matter how much or to whom. The preferential policies of various manufacturers are various, and they all sound good. If you know more, you will find that the timeliness of various methods is different. The better the sound, the harder it is to last. If manufacturers do not consider the long-term interests of dealers when formulating preferential policies, the effect will be sweet at first and then bitter for dealers. Therefore, when comparing promotional methods, you have to ask a few more questions. Why, does this make sense? Is it really that good? It is crucial to obtain timely information on price changes. The growth and decline of the market are synchronized with price changes. Being good at taking advantage of price changes to stabilize old customers and develop new customers is the successful experience of many dealers. Getting the price list is equivalent to getting a good bargaining chip. Only when you have confidence can you move forward steadily. Out of stock is a taboo in the feed industry, which causes hundreds of harms but no benefits. Your store is out of stock. Think about it. In addition to the factory's supply difficulties, could it be because: (1) You didn't estimate that this variety would be easy to sell at this stage, so there was less stock; (2) You paid the same price anyway. The freight and the type of cargo carried have little relevance; (3) you are not sure how much inventory you should carry, or you are reluctant to rent another warehouse; (4) the temporary funds are not in place, so you do not think of other ways, thinking that it will be okay to stop for a day or two. ; (5) The market situation was not accurately calculated, and the inventory was bought up by customers all of a sudden, so I finally realized it, etc. So, when your store is out of stock, think about it carefully. There should be a list of sales varieties and quantities every month to compare the rise and fall of each variety and the profit status. Due to limitations of funds, inventory, and energy, a store's sales capacity is limited. The benefit of understanding the variety structure is that it can well adjust the profit level in the off-peak and peak seasons. (1) It generally cooperates with the manufacturer's promotions, but can also be carried out independently and flexibly; (2) It should be notified in advance and will not be given until it is completed. There are rations in terms of time length, sales area, variety, growth rate, and reward amount; (3) Temporary promotional methods should be distinguished from interpersonal entertainment, and when giving, it should be specifically stated that the reward is because the task has been completed well; (4) The indicators set should be noted that they vary from person to person and should be based on one's ability. Because this industry involves the purchase and sale of raw materials, feed, veterinary drugs and vaccines, and livestock product processing, it is difficult for one store to do it all. There must be healthy coordination within the industry. It is recommended to pay attention to the following points: (1) Look for appropriate solutions. Don’t see through them, but look at them. Open; (2) Objectively introduce other brands and dealers to the user. If the store is temporarily out of stock, he should be advised to use a similar brand as a temporary substitute. (3) When others have problems with feed quality or feeding, avoid adding details when reporting it to a third party. (1) Transportation: Establish a good cooperative relationship with the transportation industry to reduce costs as much as possible. (2) Inventory: Inventory management is intangible, but it directly affects the entire sales action. Good inventory is equivalent to doing the greatest business with the least money. (3) Network: The establishment, consolidation and development of the sales network can best reflect the strength of the dealer. (4) Information: In the increasingly competitive business world, whoever has broad access and uses information efficiently will be invincible.