Undoubtedly, the Chinese instant noodle market, with annual sales exceeding 30 billion yuan, is a major category in the FMCG sector, but it has also shown typical signs of sluggish growth in recent years. Even distributors in key instant noodle sales regions have been demoralized at corporate distributor annual meetings, complaining about the difficulty of doing business.
This market scenario was anticipated by Mr. Fan Xianguo, Chairman of Jinmailang, six or seven years ago. He believes that after 30 years of market development in the instant noodle industry, traditional management methods have revealed obvious drawbacks, causing bottlenecks in industry development and fundamentally eroding distributors' profitability. For Chairman Fan, this is not so much a decline in sales demand as a game and reflection on sales management concepts. Therefore, when he announced the "Four-in-One" policy, which had been implemented for four years, as the company's highest-level decision at the distributor conference in October 2015, the attending distributors, who had already benefited from it, all admired Chairman Fan's extraordinary ability to strategize market trends.
【What is Four-in-One?】 Four-in-One is the standard configuration for Jinmailang distributors, serving as a market weapon for their daily operations. It includes: vehicles, personnel, area contracting, and terminal machines. The essence of promoting Four-in-One is to enable distributors to use reasonable and scientific configurations to establish a new management model for making reasonable profits.
【The Divine Logic Behind Four-in-One!】 Without vehicles, there are no outlets; without outlets, there is no sales volume. Controlling outlets can make sales volume land, but without the outlets guaranteed by Four-in-One, it remains an unattainable fantasy for distributors. Chairman Fan clearly stated that each element of Four-in-One is interdependent and interlocking, ensuring distributor profitability, and none can be missing:
Without vehicles, there are no outlets; without outlets, there is no sales volume: The number of outlets determines the distributor's sales volume. If you don't want products to sleep in the warehouse, you must develop more new outlets and place products on the shelves of new outlets to create new transaction opportunities. To serve more outlets, you must equip sufficient vehicles to ensure work efficiency. Jinmailang uses big data to calculate reasonable reference values for the number of outlets and vehicle configurations for each regional distributor, based on the premise of ensuring the full load rate of the distributor's vehicles, thereby translating sales targets into executable actions.
Vehicles alone are not enough; effective visits by personnel are needed to lock in sales: Personnel management relies on fair and genuine incentive measures to ensure the combat effectiveness of each salesperson at terminal outlets. Actively maintain customer relationships with terminal stores, seize display positions from competitors, and seek sales from competitors. At the same time, management must rely on data to reasonably set each salesperson's daily work routes, ensuring that each route achieves the highest order efficiency and outlet expansion, thereby achieving optimal logistics work efficiency.
Through area contracting, upgrade workers to partners, becoming a community of shared destiny: Delivery workers in the FMCG industry are scattered and difficult to manage. Once a worker fails, the distributor's profit becomes like sand in the hand. Jinmailang encourages distributors to establish a win-win relationship with workers: by allowing workers to contract, especially the distributor's delivery vehicles, workers become partners, essentially fostering initiative in sales work. At the same time, the big data system manages the rationality of workers' delivery routes, ensuring that each vehicle trip achieves the highest efficiency.
Through terminal machines, intelligently manage vehicles/personnel/contracting, establishing a new management system: The terminal machine is praised by Chairman Fan as the strongest operational tool in the industry. He jokes that for distributors using it, it is no less than hiring a professional manager with an annual salary of 150,000 yuan. Jinmailang's terminal machine is essentially an integrated "strongest brain" for the entire supply chain process, covering personnel, channels, products, inventory, orders, stores, logistics, finance, ERP, and more. This system fundamentally changes the sales management model of Chinese FMCG enterprises over the past 30 years, truly transforming traditional instant noodle distributors into business elites using efficient intelligent management systems.
【The Divine Logic of Four-in-One Creates Miracles in Sales!】 Chairman Fan began implementing the Four-in-One management policy in Jinmailang's distributor system in 2012. From a pilot with 28 distributors in 2012 to nearly a thousand distributors participating in 2015, Four-in-One has proven to be a disruptive new sales management tool for the instant noodle industry and even the entire traditional FMCG industry. Its power has become increasingly significant: distributors implementing Four-in-One have seen an average net profit increase of 127%, and a large number of instant noodle sales giants with annual profits exceeding one million have emerged. Some distributors even said: "Chairman Fan is so thoughtful that he even considered the succession issue of our companies. Previously, our children were unwilling to inherit our business because selling noodles was too hard, tiring, and worrying. But after using the terminal machine, we can easily manage hundreds or thousands of stores from the office, with higher efficiency and better profits, and the younger generation can quickly get the hang of it."
Source: Molihutong
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