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  • 名人堂
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    丹牛

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    创 / 丹牛

    文&编 / 可妮酱


    (提示:本篇文章为中英双语,请先预留15分钟的安静时间,再开始阅读)


    In the tradition concept, we all believed that the power of choice belongs only to the client, not the supplier.

    在传统的观念中,我们总是会认为,挑挑拣拣这件事情只可能发生在客户的身上,哪里轮得到供应商啊?


    But today, I will correct the perception.

    但今天,我就是要来纠正大家的这一错误认知。


    First of all, we must admit that excellent suppliers are not lacking in orders.

    首先,我们必须意识到,优质的供应商都是不缺乏订单的。


    Just as beauty will have plenty of pursuers, an excellent supplier will also have many clients eager to do business with him.

    正如一个美女一定会有很多的追求者一样,一个优质的供应商也一定会有很多客户想要和他做生意的。


    That means, in such a situation, the excellent supplier will definitely evaluate the value of those orders and clients.

    也就是说,在这样一种情况下,这个优质的供应商势必也会去评估那些订单和客户的价值。


    Such as, "the client seems to have no big order, just give him a higher price".

    譬如,“这个客户看起来也不像有大订单的样子,随便给他报个高价好了。”


    In fact, many clients, especially those have little chance to cooperate with Chinese suppliers, have no idea of how to show their strength.

    事实上,很多客户,尤其是那些没什么机会和中国供应商们合作的客户,是完全不知道如何展示自己实力的。




    That's the main reason why the suppliers always receive the email like, "could you provide me with XX products".

    这也是为什么很多供应商总会收到一些类似于“你能给我提供XX产品”的邮件的主要原因。


    For example, one of my clients likes to send me such an email:

    譬如,我的一个客户就非常热衷于给我发这样的邮件:


    Hey, Daniel

    你好呀,丹牛。


    Could you help me to find some misting system in China?

    你能帮我从中国采购一些喷雾系统吗?


    It is a good product and has a very huge market in Mexico.

    这种产品非常棒,在墨西哥有巨大的市场。


    I think I can sell them in my chain stores.

    我想我可以在自己的连锁店里售卖这些产品。


    Let's image, if I copied the above information and sent it to my suppliers, what would happen?

    大家可以想象一下,如果我只是简单地复制上述的这些信息,然后发给我的供应商们,会发生什么样的情况呢?


    Maybe the suppliers will not reply to me at all,because this inquiry is not detailed.

    供应商们可能压根就不会回复我,因为这个询盘实在是太粗糙了一些。


    That's why I have been stressing that information porters are not competitive.

    这就是为什么我一直都在强调,我们不要成为信息的搬运工,否则将没有任何的竞争力可言。


    Of course, it's also impossible for us to ask the clients for more detailed information without nothing. 

    当然,直接伸手去问客户要详细的询盘信息,也是不太现实的事情。


    After all, they may just want to improve their purchasing ideas by collecting information.

    毕竟这时候的客户很可能只是有一个简单的采购想法,然后需要通过收集信息来完善它罢了。


    That means the client is likely to have no idea about what he needed.

    这意味着,客户自己都不一定知道,他需要的到底是什么。


    So, as a trading company, what should we do to help our clients?

    所以,作为一家贸易公司,我们能够如何去帮助我们的客户呢?



    PART ONE

    [回复并刷新后可见]

    In general, we are more like a pair of friends who support each other.

    总的来说,我们双方之间的关系非常像是一对互相扶持的老友。


    But you can't imagine that the first cooperation between us is pretty difficult.

    但你一定想象不到,我们的第一次合作其实是非常艰难的。


    The first time I contacted this supplier, my annual order was only $2 million. But he is a five-hundred supplier of the world.

    第一次勾搭这个供应商时,我每年的订单量只有区区两百万美金(确实是区区),而他却是一家世界五百强的供应商。


    Every time I make a cold call to the receptionist, she will show no intention to communicate with me.

    每次我给前台打去电话的时候,她都是一副不太愿意搭理我的样子。


    This state lasted for a long time until I decided to visit this supplier.

    这种状况持续了很长的一段时间,一直到我按决定去拜访这个供应商才结束。


    After the meeting, I discovered that face-to-face communication is not as dreadful as everyone imagined.

    也是在这次会面后,我才意识到,面对面的沟通并没有大家想象得那么可怕。


    At the dinner, we discussed some games-related topics and found that we were all experienced gamers.

    在饭桌上,我们聊了一些游戏相关的话题,发现原来我们两个人都是资深的游戏迷。


    Then, our relation started breaking ice.

    而这就基本上帮助我完成了破冰的第一步。


    After that, I have been consciously managing each other's relationships.

    在此之后,我也一直都在有意识地经营彼此之间的关系。


    For example, I would provide them with personal gifts, supply chain solutions and as many orders as possible.

    譬如,我会送他一些私人性的小礼物,也会提供几份供应链解决方案,当然还有尽可能多的订单。


    In this case, he is more willing to cooperate with us.

    在这种情况下,他当然也更愿意和我们合作。


    That is to say, We should not aim at finding a supplier with lowest price.

    这也在告诉我们,开发供应商并非是看哪一家的价格最便宜就选他,然后就万事大吉了。


    On the contrary, we should select a suitable supplier and manage the relationship after cooperation.

    相反,我们应该选择一个合适的供应商,然后经营好彼此之间的关系。


    Otherwise, in the event of limited resources (such as insufficient capacity, rising prices of raw materials, etc.), you will be the first to be sacrificed.

    否则,一旦出现资源有限的情况(譬如产能不足,原材料价格上涨),你一定会是第一个被推出去牺牲的那个。


    At last, I want to say that purchasing is a complicated thing, and we still have a long way to go.

    最后,我还想说的是,采购是一件很复杂的事情,我们需要学习的东西还有很多。

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  • 名人堂

    创 / 丹牛

    文&编 / 可妮酱


    (提示:本篇文章为中英双语,请先预留15分钟的安静时间,再开始阅读)


    In the tradition concept, we all believed that the power of choice belongs only to the client, not the supplier.

    在传统的观念中,我们总是会认为,挑挑拣拣这件事情只可能发生在客户的身上,哪里轮得到供应商啊?


    But today, I will correct the perception.

    但今天,我就是要来纠正大家的这一错误认知。


    First of all, we must admit that excellent suppliers are not lacking in orders.

    首先,我们必须意识到,优质的供应商都是不缺乏订单的。


    Just as beauty will have plenty of pursuers, an excellent supplier will also have many clients eager to do business with him.

    正如一个美女一定会有很多的追求者一样,一个优质的供应商也一定会有很多客户想要和他做生意的。


    That means, in such a situation, the excellent supplier will definitely evaluate the value of those orders and clients.

    也就是说,在这样一种情况下,这个优质的供应商势必也会去评估那些订单和客户的价值。


    Such as, "the client seems to have no big order, just give him a higher price".

    譬如,“这个客户看起来也不像有大订单的样子,随便给他报个高价好了。”


    In fact, many clients, especially those have little chance to cooperate with Chinese suppliers, have no idea of how to show their strength.

    事实上,很多客户,尤其是那些没什么机会和中国供应商们合作的客户,是完全不知道如何展示自己实力的。




    That's the main reason why the suppliers always receive the email like, "could you provide me with XX products".

    这也是为什么很多供应商总会收到一些类似于“你能给我提供XX产品”的邮件的主要原因。


    For example, one of my clients likes to send me such an email:

    譬如,我的一个客户就非常热衷于给我发这样的邮件:


    Hey, Daniel

    你好呀,丹牛。


    Could you help me to find some misting system in China?

    你能帮我从中国采购一些喷雾系统吗?


    It is a good product and has a very huge market in Mexico.

    这种产品非常棒,在墨西哥有巨大的市场。


    I think I can sell them in my chain stores.

    我想我可以在自己的连锁店里售卖这些产品。


    Let's image, if I copied the above information and sent it to my suppliers, what would happen?

    大家可以想象一下,如果我只是简单地复制上述的这些信息,然后发给我的供应商们,会发生什么样的情况呢?


    Maybe the suppliers will not reply to me at all,because this inquiry is not detailed.

    供应商们可能压根就不会回复我,因为这个询盘实在是太粗糙了一些。


    That's why I have been stressing that information porters are not competitive.

    这就是为什么我一直都在强调,我们不要成为信息的搬运工,否则将没有任何的竞争力可言。


    Of course, it's also impossible for us to ask the clients for more detailed information without nothing. 

    当然,直接伸手去问客户要详细的询盘信息,也是不太现实的事情。


    After all, they may just want to improve their purchasing ideas by collecting information.

    毕竟这时候的客户很可能只是有一个简单的采购想法,然后需要通过收集信息来完善它罢了。


    That means the client is likely to have no idea about what he needed.

    这意味着,客户自己都不一定知道,他需要的到底是什么。


    So, as a trading company, what should we do to help our clients?

    所以,作为一家贸易公司,我们能够如何去帮助我们的客户呢?



    PART ONE

    [回复并刷新后可见]

    In general, we are more like a pair of friends who support each other.

    总的来说,我们双方之间的关系非常像是一对互相扶持的老友。


    But you can't imagine that the first cooperation between us is pretty difficult.

    但你一定想象不到,我们的第一次合作其实是非常艰难的。


    The first time I contacted this supplier, my annual order was only $2 million. But he is a five-hundred supplier of the world.

    第一次勾搭这个供应商时,我每年的订单量只有区区两百万美金(确实是区区),而他却是一家世界五百强的供应商。


    Every time I make a cold call to the receptionist, she will show no intention to communicate with me.

    每次我给前台打去电话的时候,她都是一副不太愿意搭理我的样子。


    This state lasted for a long time until I decided to visit this supplier.

    这种状况持续了很长的一段时间,一直到我按决定去拜访这个供应商才结束。


    After the meeting, I discovered that face-to-face communication is not as dreadful as everyone imagined.

    也是在这次会面后,我才意识到,面对面的沟通并没有大家想象得那么可怕。


    At the dinner, we discussed some games-related topics and found that we were all experienced gamers.

    在饭桌上,我们聊了一些游戏相关的话题,发现原来我们两个人都是资深的游戏迷。


    Then, our relation started breaking ice.

    而这就基本上帮助我完成了破冰的第一步。


    After that, I have been consciously managing each other's relationships.

    在此之后,我也一直都在有意识地经营彼此之间的关系。


    For example, I would provide them with personal gifts, supply chain solutions and as many orders as possible.

    譬如,我会送他一些私人性的小礼物,也会提供几份供应链解决方案,当然还有尽可能多的订单。


    In this case, he is more willing to cooperate with us.

    在这种情况下,他当然也更愿意和我们合作。


    That is to say, We should not aim at finding a supplier with lowest price.

    这也在告诉我们,开发供应商并非是看哪一家的价格最便宜就选他,然后就万事大吉了。


    On the contrary, we should select a suitable supplier and manage the relationship after cooperation.

    相反,我们应该选择一个合适的供应商,然后经营好彼此之间的关系。


    Otherwise, in the event of limited resources (such as insufficient capacity, rising prices of raw materials, etc.), you will be the first to be sacrificed.

    否则,一旦出现资源有限的情况(譬如产能不足,原材料价格上涨),你一定会是第一个被推出去牺牲的那个。


    At last, I want to say that purchasing is a complicated thing, and we still have a long way to go.

    最后,我还想说的是,采购是一件很复杂的事情,我们需要学习的东西还有很多。



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