---
title: "From Deep Distribution to Super Sales: A Veteran Company's Nationwide Breakthrough"
description: "Founded in 1982 and headquartered in Zhengzhou, Henan,金星啤酒 (Jinxing Beer) has evolved from a regional player into a key modern enterprise in China's beer industry, especially in the craft beer segment. In the past two years, it has successfully transitioned to the Chinese-style craft beer track, with a strategic transformation that has drawn attention. This article analyzes the challenges it faced and the four-pronged strategy (new products, new channels, new communication, new organization) that drove its success."
author: "公方刚"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2025-12-02"
categories: "Distribution & Channels, Management & Methods"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/IJ7ofoWYHWKc-m65HpnjrQ"
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citation: "公方刚. “From Deep Distribution to Super Sales: A Veteran Company's Nationwide Breakthrough.” New Distribution, 2025-12-02. https://xinjignxiao.com/en/articles/from-deep-distribution-to-super-sales-a-veteran-company-s-nationwide-bre-ce5dd53b/"
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---

# From Deep Distribution to Super Sales: A Veteran Company's Nationwide Breakthrough

> Founded in 1982 and headquartered in Zhengzhou, Henan,金星啤酒 (Jinxing Beer) has evolved from a regional player into a key modern enterprise in China's beer industry, especially in the craft beer segment. In the past two years, it has successfully transitioned to the Chinese-style craft beer track, with a strategic transformation that has drawn attention. This article analyzes the challenges it faced and the four-pronged strategy (new products, new channels, new communication, new organization) that drove its success.

金星啤酒 (Jinxing Beer), a large Chinese beer group founded in 1982, is headquartered in Zhengzhou, Henan Province.
After more than 40 years of development and expansion, Jinxing Beer has grown from a local manufacturer based in the Central Plains into a modern enterprise with key influence in China's beer industry, especially in the craft beer segment. With solid product strength and systematic capabilities, it is actively moving toward the international market.
It can be said that the development of Jinxing Beer is a microcosm of the evolution of China's beer industry.
In the past two years, Jinxing Beer has successfully transformed into the Chinese-style craft beer track, attracting attention for its effective strategic transformation.
Before discussing the successful transformation experience, let's first analyze the difficulties it faced during the transformation:
1. Jinxing Beer is located in the Central Plains, surrounded by beer giants such as China Resources, Tsingtao, Budweiser, and Yanjing, while also having to deal with low-price competition from countless local brands. Henan is the province with the lowest prices and profits nationwide. In the traditional beer field, Jinxing Beer's brand and channels are not advantageous.
2. Deep distribution is a common practice in the beer industry. Although it covers terminals, it is costly, difficult to manage, has thin profits, relies on a labor-intensive approach, and depends on terminal competition and buyouts. Competition among giants is extremely fierce.
3. As a brand with a history of more than 40 years, being an "old brand" is both an asset and a burden. It can easily leave consumers with an impression of being "traditional, conservative, and not fashionable enough," making it difficult to attract young consumer groups.
4. In the past, it mainly relied on traditional light lager beer. Under the wave of consumption upgrading, prices were low and growth was weak.
5. The sales team is large, with nearly a thousand salespeople, making management difficult and efficiency extremely low.
Against this backdrop, how did Jinxing Beer carry out its strategic transformation? Can its experience be replicated?
Core of the transformation strategy:
New products, new channels, new communication, new organization
Jinxing Beer did not completely abandon its past but opened a new battlefield on its solid foundation. This can be summarized into the following four main lines:
1. Product transformation: from "mass lager" to "Chinese-style craft beer"
Precise positioning of "Chinese-style craft beer": Instead of blindly following Western craft beer (such as American IPA or stout), it cleverly integrated Chinese elements (such as tea, fruits, and ingredients) into the brewing process, creating differentiated products that better suit Chinese tastes.
It avoided direct competition with giants in the traditional beer field and entered the craft beer track, which was on the eve of explosive growth—a blue ocean market with high growth and high profits.
In terms of packaging, Jinxing's "Chinese-style craft beer" used the one-liter can packaging that was just beginning to become popular in the industry. The design carries labels of high-end, quality, and professionalism, effectively reversing the impression of brand aging and attracting young consumers and urban white-collar workers who pursue quality and individuality, especially young women.
2. Channel transformation: from "universal terminals" to "key major customers"
Traditional deep distribution serves thousands of small and medium-sized restaurants and small supermarkets (mostly mom-and-pop stores). It is characterized by large numbers, scattered orders, and high maintenance costs, requiring significant resource investment.
After product upgrading, Jinxing's new product, Chinese-style craft beer, is no longer suitable for these small stores. Instead, through nationwide layout, it is distributed to high-energy channels in various high-tier cities.
For example, Jinxing Beer deeply entered the instant retail track based on product characteristics, combining beer consumption features to meet the market demand for home delivery and in-store consumption.
At the same time, it concentrated its forces on high-energy channels where young people gather, such as large modern chains, CVS, liquor distribution, instant retail, and discount stores.
Large channels have high output per point: one entry into a store covers multiple outlets across the city. The channel's brand endorsement is strong; entering a well-known chain system itself greatly enhances brand power.
With brand power, Jinxing Beer can upgrade from simple supply to deep cooperation such as joint marketing, data sharing, and co-branded products.
This allows limited business resources to be invested in customers that generate the greatest value, focusing resources and attack points.
3. Communication transformation: from "traditional advertising" to "deep new media operations"
Jinxing Beer shifted from traditional one-way advertising (TV, outdoor ads) to new media communication with Douyin and Xiaohongshu as the main platforms. To this end, it established the industry's first scenario department, dedicated to studying consumer scenarios and content dissemination (UGC), and built its own communication system led by a Douyin live-streaming room.
The core of this transformation is to reach and operate young consumers: no longer just "broadcasting," but through short videos and live content, directly interacting and dialoguing with end users, especially young, high-energy consumer groups.
On Douyin, Jinxing uses user-generated content (UGC) to vividly display consumption scenarios of "Chinese-style craft beer." Through self-sharing and uploading to self-media, combined with tasting reviews, food pairing, and factory visits, it embeds the new brand image of "delicious, beautiful, fun," "high-end, craftsmanship, and interesting" into consumers' minds.
Platforms like Douyin are not only brand promotion positions but also can directly guide sales conversion through interest-based recommendations and live-streaming sales, achieving the dual goals of brand exposure and sales growth.
4. Organizational transformation: from "street-running sales" to "super sales"
"Super sales" essentially upgrades from executors to "regional account managers" and "solution providers."
Traditional salespeople visit fixed areas and perform tedious, inefficient tasks such as distribution, shelf management, and collection. The scattered, low-energy traditional terminals in the area are the main work targets, with low output and low brand contribution. This requires strong relationship-building skills, diligence, and efficient execution.
In terms of assessment, traditional sales work mainly targets completing visit quotas and maintaining inventory, with some even assessing sales volume.
Super salespeople are different from traditional salespeople. They are mainly responsible for high-energy large chain modern terminals. One super salesperson can replace dozens or even hundreds of traditional salespeople.
However, super salespeople need strong personal capabilities, including strategic planning skills, to negotiate and plan quarterly cooperation for the chain systems they are responsible for.
Crucially, super salespeople must have the ability to communicate with senior executives of large channels, engage in equal dialogue with purchasing directors and operations managers of chain supermarkets, maintain good relationships, easily discuss business plans, analyze sales data and inventory turnover, identify growth opportunities, design attractive promotional plans, tasting events, and online-offline linkage plans, understand how to calculate ROI, use expenses reasonably, and ensure profitable cooperation.
In essence, Jinxing's Chinese-style craft beer products enter high-quality channels. The channel customer base has high quality requirements and will not choose low-quality or imitative products, thereby stabilizing market competitiveness.
Logic and insights behind the success
1. Follow the trend and position precisely: It seized the general trend of "consumption upgrading" and "quality revolution," precisely entered the "craft beer" segment, and established a cultural barrier with the "Chinese-style" concept.
2. Play to strengths and avoid weaknesses, rebuild advantages: It abandoned the war of attrition with giants in traditional channels, and used its understanding of the local market and flexibility to establish relative advantages in new channels and new products.
3. Drive the brand with products, and match products with channels: High-end craft beer products need high-energy modern channels to carry and display them, while modern channels also need high-margin, distinctive new products to attract traffic. The two form a perfect synergy.
4. People are the ultimate barrier to transformation: The hardest part is often not strategy formulation but the reshaping of organizational capabilities. Jinxing made up its mind to cultivate "super sales," transforming human resources into "human capital," which is the most solid moat for successful transformation.
5. Organizational transformation is the most solid guarantee: All strategies ultimately land on organizational support. Without effective organizational support, strategies will be powerless!
In summary, Jinxing Beer's transformation is a systematic reengineering project from "new products, new channels, new communication, and new organization." It demonstrates how a veteran company can successfully carve out a high-value growth path in a mature red ocean market by focusing on the core, upgrading capabilities, and reshaping value.


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## Citation metadata

- Publisher: New Distribution
- Author: 公方刚
- Published: 2025-12-02
- Canonical: https://xinjignxiao.com/en/articles/from-deep-distribution-to-super-sales-a-veteran-company-s-nationwide-bre-ce5dd53b/
- Original source: https://mp.weixin.qq.com/s/IJ7ofoWYHWKc-m65HpnjrQ

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