---
title: "All Roads Lead to C: Building a C-End Command Center for Full-Scenario Reach"
description: "Modern marketing has established the principle of customer orientation (C-end orientation), making infinite proximity to or reach of the C-end the inevitable direction of marketing evolution. The evolution of marketing is the history of approaching the C-end, which has gone through four stages: brand department (indirect reach via mass media), marketing department (direct reach via terminal promotion), e-commerce (performance and branding integration via traffic investment), and bC integration (all-domain reach). Now, with multiple paths to C, enterprises need to build a C-end command center to coordinate strategy, unify messaging, and manage resources across channels."
author: "刘春雄"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2026-03-11"
categories: "Brand Marketing, Management & Methods"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/ie0DDNErKJ9qbHiee4FpNw"
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---

# All Roads Lead to C: Building a C-End Command Center for Full-Scenario Reach

> Modern marketing has established the principle of customer orientation (C-end orientation), making infinite proximity to or reach of the C-end the inevitable direction of marketing evolution. The evolution of marketing is the history of approaching the C-end, which has gone through four stages: brand department (indirect reach via mass media), marketing department (direct reach via terminal promotion), e-commerce (performance and branding integration via traffic investment), and bC integration (all-domain reach). Now, with multiple paths to C, enterprises need to build a C-end command center to coordinate strategy, unify messaging, and manage resources across channels.

From One Path to C, to All Roads Lead to C
Modern marketing has established the basic principle of customer orientation (or C-end orientation). Therefore, infinitely approaching or reaching the C-end becomes the inevitable direction of marketing evolution.
It can be said that the evolution history of marketing is the history of infinitely approaching the C-end. The marketing trend toward C is not new; it's just that now it has formed a marketing approach where all roads lead to C. In the evolution toward C, there have been four stages:
Stage 1: Brand Department – Indirect Reach to C via Mass Media
Traditional marketing has two basic organizations: the brand department and the channel department. The brand department indirectly reaches the C-end through mass media, solving the problem of C-end awareness; the sales department reaches the C-end step by step through channels, solving the problem of C-end transactions.
The brand department uses centralized mass media for one-way communication, achieving mass coverage and shaping C-end awareness. Its core capabilities are creative output and budget allocation. The limitation is that it's far from transactions, making it difficult to attribute results.
The oligopolization of mass media and increased industry concentration have led to industry oligopolization, forming an oligopolistic ecosystem of mass media and industry giants.
In this stage, both the brand department and the marketing department indirectly reach the C-end.
Stage 2: Marketing Department – Direct Reach to C via Terminal Promotion
Leading Chinese brands typically adopt a dual marketing department strategy. The headquarters marketing department is responsible for strategic planning and budget, while the regional marketing department collaborates with the sales department for terminal promotion, using terminal interception methods for C-end promotion. Its core capabilities are terminal management and promotion planning. The limitation is that goods are sold, but customers are not retained.
Stage 3: E-commerce – Achieving Brand and Performance Integration through Traffic Investment
Platform e-commerce is called B2C, seemingly reaching C directly. This is a misunderstanding. E-commerce is actually B2P2C, where P stands for Platform. Therefore, e-commerce is also media logic, traffic-driven C-orientation. However, because it can interact with C through the platform (P-end), it is a milestone in C-end evolution.
The reason we say platform e-commerce is media logic is that it must invest in traffic, convert, and operate. Without traffic investment, the media is not activated. This is an involuntary, highly dependent C-orientation on traffic investment. The benefit is that results can be attributed.
Stage 4: bC Integration – All-Domain Reach to C
In business logic, the B-end naturally moves toward C. However, in the Western channel system, both B-end and C-end are shielded by third parties (agents, B-end). In China's deep distribution system, manufacturers directly reach the b-end, creating conditions for all roads to lead to C.
Under current technological conditions, some have proposed the bC integration "one store, four openings" model, where bC can have offline relationships, online private domains, and online public domains. These are all bC logic paths to C.
All Roads Lead to C: Same Script, Same Track
In the traditional marketing era, Schultz, the proponent of Integrated Marketing Communications (IMC), already noticed this phenomenon. The core issue was not speaking with one voice, fighting separately. Hence, IMC was proposed.
IMC has four core viewpoints:
1. All contact points are communication points;
2. Information flow is the core work of marketing;
3. Speak with one voice;
4. Interaction.
Now that all roads lead to C, this issue is more prominent. It is mainly manifested in four aspects:
First, C-end departmental silos
The brand department's mass communication, the marketing department's terminal promotion, the e-commerce department's traffic investment, and the sales department's terminal business all face the C-end. In promoting scenario marketing, scenario specialists, experience officers, and communication officers also work on C-end awareness and transactions. These departments are independent business units, each with its own professionalism and poor interoperability.
Second, different communication logic for users in different scenarios
There are differences between online and offline, public and private domains online, and different scenarios offline. In communication, some follow PGC logic, some UGC, some BGC, and some OGC.
Third, differences in product assortment and pricing
In traditional channels, each link must ensure price differences; e-commerce platforms must ensure the lowest price; new supply chains use first-line brands for traffic.
The current situation is like the phenomenon after Qin Shi Huang unified the six states, urgently needing same script and same track. Otherwise, within the same enterprise, there will be chaos, self-conflict, and mutual cancellation.
Fourth, coordination of online, offline, and community three-dimensional spaces
In our practice of scenario marketing, we found the advantage of "infantry, air force, special forces" integration, and established an iron triangle organization (channel specialist, scenario specialist, communication officer) for collaboration, breaking down departmental walls, achieving synergy at the frontline, with excellent results. To coordinate these forces, we specifically established a scenario department. Because it needs to coordinate around scenarios, it's called the scenario department.
Building a C-End Command Center
More than ten years ago, I discovered that Integrated Marketing Communications (IMC) is like a marketing theory tailored for internet marketing. Brand master Ye Maozhong, after attending Schultz's training, concluded that "marketing = communication." In the current environment where all roads lead to C, we should leverage IMC logic to do marketing with one voice.
Whenever a new path to C appears, enterprises instinctively follow, but lack the ability to integrate. Although new C-end paths may still emerge, the time for integration has come. Therefore, now is the opportunity to build a C-end command center.
So, what can a C-end command center do?
First, coordinate overall all-domain and all-channel strategy
What is the ideal future channel strategy? I have a vision of three thirds, which has been implemented in some enterprises.
One-third offline, one-third e-commerce, and one-third new supply chains and new retail. This is a relatively ideal channel structure. Of course, differences across categories are significant.
Three thirds form a relatively stable channel structure. The stability of a single channel is problematic. This is a strategic issue. The sooner you sort it out, the better.
Second, sort out product assortment and pricing
In the process of traditional enterprises doing e-commerce, there have been cases where e-commerce lowered prices of offline bestsellers; online-famous enterprises, when bringing online bestsellers offline, have also encountered mismatches in product assortment and pricing.
For traditional enterprises' e-commerce, I appreciate Tsingtao Brewery. They specifically set up an "Innovation Business Division," which built up e-commerce scale without affecting traditional offline bestsellers, and also promoted the launch of high-end products.
The same product has different prices in different channels. Some users can accept it, some cannot. Regardless, it needs to be coordinated and sorted out.
Third, coordinate and sort out content platforms
Speaking with one voice, small voices can resonate and accumulate to reach a critical point.
But what is "one voice"? It's definitely not the same as the past "one slogan." Even in UGC communication, there is no "one slogan" at all. But this does not mean there is no need for coordination and integration.
I think at least two aspects need integration: first, the communication tone; second, the rhythm of communication platforms. Because different platforms have different communication momentum.
Fourth, coordinate user assets and data
Fifth, dispatch personnel across platforms and regions
In the future, after routine channel work (such as orders, logistics) is largely handed over to third-party platforms, the main task of the marketing team is to reach the C-end.
However, reaching the C-end cannot be routine like the B-end and b-end in the past; reaching the C-end is phased. Phased tasks require saturated attacks with phased forces. We have found that in bC integrated scenario user operations, rapid personnel dispatch is crucial.
Long-term division, long-term unity
In past marketing experiences, I have experienced countless departmental divisions and mergers. The pattern I've summarized is: division is for scale, merger is for profit.
Each time a department facing C is spun off, there is a block of sales. It's difficult to incubate new businesses within existing departments. This is why every time a new business appears, an independent department is established. Therefore, only division can achieve larger new businesses.
Currently, although there are already many departments facing C, resources are scattered and coordination is poor. For example, the current pricing chaos between traditional channels and e-commerce seriously affects dealers' interests and confidence. Therefore, establishing a higher-level department to reintegrate is inevitable.
Marketing organizations toward C are becoming more and more detailed. The paths to C exist in traditional offline, online, and media. Facing such complex C-oriented marketing, a strong C-end command center is necessary for coordination and overall planning.


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## Citation metadata

- Publisher: New Distribution
- Author: 刘春雄
- Published: 2026-03-11
- Canonical: https://xinjignxiao.com/en/articles/all-roads-lead-to-c-building-a-c-end-command-center-for-full-scenario-re-981f2518/
- Original source: https://mp.weixin.qq.com/s/ie0DDNErKJ9qbHiee4FpNw

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