【导读】
"Flattening" was once one of the sharp swords for major liquor companies to break through sales bottlenecks. The ultimate goal of "flattening" is to control sales channels by simplifying sales levels and ensuring smooth product distribution. In the corporate "flattening" strategy, distributors, as the intermediate link between manufacturers and terminals, are undoubtedly to be flattened. Therefore, how to flatten themselves before the enterprise flattens them is a question distributors need to consider. In addition, against the backdrop of industry oversupply, distributors can only achieve growth by deeply exploring the potential of each terminal. To this end, the author summarizes three measures for distributors to flatten their distribution systems and deeply analyzes the conditions and timing for successful "flattening." First Strategy: Binding Second-Tier Distributors to Go Deep into Terminals Representative Introduction: Jiangsu Bo'ai Zhidu Trading Co., Ltd. (hereinafter referred to as "Bo'ai Zhidu") is the general agent for Jinshiyuan in Xinghua area. Since taking over Jinshiyuan in 2001, it has continuously cooperated with the company and now operates the full range of Jinshiyuan products, and has co-developed Guoyuan Daya with the enterprise. By designing and implementing the flattening measure of "binding second-tier distributors to go deep into terminals," Bo'ai Zhidu now controls over a thousand retail terminals and has strong channel control. Strategy Description: Binding second-tier distributors to go deep into terminals, as the name implies, is a method for distributors to bypass second-tier distributors and directly control terminal channels. To achieve this goal, the distributor first screens a list of second-tier distributors willing to form an alliance, designs an alliance plan based on "exclusive sales wine," and then negotiates with target second-tier distributors one by one to establish an alliance. The distributor maintains an equal cooperative relationship with other second-tier distributor companies, maintaining and strengthening the cohesion among alliance members through shared interests, thereby achieving "peaceful marginalization" of second-tier distributors. After handling the relationship with second-tier distributors, the next step is to enhance services to terminal merchants and gradually strengthen contact and understanding with them. The distributor should divide its agency sales area. In the divided areas, it seeks high-quality terminal merchants and grants them the title of "special distributor," giving them vague rebate incentives. This not only motivates terminal merchants but also maximizes the stability of market prices and order. In addition to providing more profit support, the distributor should also focus on maintaining "personal relationships" and provide more services to terminal merchants with strong strength. Strategy Interpretation: First, second-tier distributors are a group with years of accumulated distribution networks but no proprietary brands. For second-tier distributors, they sell whatever is popular, and they won't bother to persuade channels to sell unpopular wines because profit is their main pursuit. The alliance based on "exclusive sales wine" exactly meets the profit-seeking needs of second-tier distributors, so this model is easily accepted by them. Second, second-tier distributors maintain channels through a dual effect of "personal relationships" and "price," which is the result of years of accumulation, but their control over channels is not very strong. Distributors, as the upstream of second-tier distributors, have more room for price concessions. If they spend more time strengthening contact and exchanges with terminal merchants, they can control terminals more firmly. Third, the development of exclusive sales wine is also key to the success of this strategy. Exclusive sales wine should be a product with high local brand awareness and consumer recognition, making it easier for the market to accept and smoother for cooperation to succeed. Second Strategy: Terminal Alliance Model Representative Introduction: Saidezhi Xing Enterprise (hereinafter referred to as "Saidezhi Xing") became the general agent for Rouhe Seed Wine in Bengbu in 2008. With the popularity of Rouhe Seed Wine in Anhui Province and the company's intensive cultivation of sales channels in Bengbu, it established a vast distribution network. Strategy Description: Saidezhi Xing selects high-quality terminal retailers to cooperate with. First, it evaluates the fixed and network asset value of the terminal, which is used as the terminal's cooperative capital; then, Saidezhi Xing invests working capital for the store's operation and is responsible for redesigning and renovating the storefront. Thus, the store becomes a retail store jointly funded by Saidezhi Xing and the terminal. Subsequently, Saidezhi Xing replicates this model continuously, forming cooperative relationships with each high-quality terminal. All retail stores appear to consumers with a unified image and product structure. Thus, multiple terminals form a terminal alliance under the model centered on Saidezhi Xing's chain company, and its interests with each terminal are tightly bound, resulting in very stable cooperative relationships. Strategy Interpretation: First, unlike self-built chain stores, the terminal alliance model leverages the combined strength of various terminal retailers to build a chain terminal system. Therefore, the selection of terminal retailers is a key link in whether the alliance can proceed smoothly and grow. Attracting terminal retailers to jointly accomplish this undertaking requires a beautiful vision and, more importantly, a substantial profit-sharing plan that allows terminals to intuitively feel the added value of joining the system. Second, clearly defining the relationship between Saidezhi Xing and each terminal retailer is also necessary, as it determines whether Saidezhi Xing can strongly control these terminals, thereby achieving channel construction and consolidation. Third, compared to self-built chain systems, this cooperative chain system has two advantages. First, due to the investment in fixed and network assets by terminal retailers, Saidezhi Xing can save a significant amount of capital. Second, once high-quality terminal retailers are found, this model can be quickly replicated, forming a chain system of considerable scale in a short time. Third Strategy: Self-Built Chain Terminal Model Representative Introduction: Zhejiang Shangyuan, initially the general agent for Yilite in Zhejiang, used Yilite as a carrier to establish its sales network in Zhejiang. After building the sales network, Shangyuan promptly introduced famous liquor products to enhance brand image and continued to consolidate distribution capabilities and channel control. In 2006, Shangyuan began to create its own terminal chain brand—Jiu Jia Jiu—transitioning from a sales-oriented to a platform-service-oriented company. Strategy Description: Shangyuan started its own chain brand, Jiu Jia Jiu, in 2006. From 2006 to 2011, Shangyuan invested hundreds of millions of yuan in Jiu Jia Jiu, exploring issues in single-store operations and chain system management through trial and error, focusing on building the chain system in Zhejiang and Jiangsu markets. In 2012, Shangyuan's Jiu Jia Jiu chain system began accepting franchises, accelerating the expansion of the chain system within and outside the province. In September 2013, Jiu Jia Jiu Company deeply cooperated with Jinfeng Wine under Shanghai Sugar & Wine Group, jointly investing in product development, channel construction, terminal maintenance, and brand marketing resources to build key markets in East China. Strategy Interpretation: First, self-built retail terminals are undoubtedly a "money-burning" endeavor and a "long-term project." Shangyuan used Yilite and famous liquor products as core profit products, providing financial support for building the retail terminal chain system. Second, in 2013, Zhu Yueming publicly stated that "for consumers, Jiu Jia Jiu will replace Shangyuan," revealing his emphasis and optimism on the terminal chain system, believing that capital operation will accelerate the maturity and growth of the terminal chain system. Third, in the cause of self-built terminal chain systems, Shangyuan was an early "mover." In an era of insufficient competition and expanding market demand, Jiu Jia Jiu passed market tests and gained consumer recognition. In the current environment, the chain terminal model is no longer novel, and competition is fierce. Therefore, self-built terminal chain systems need to find markets with insufficient competition and design better business models based on fully considering consumer preferences for wine purchases. Thoughts Triggered by Typical Strategies Although these three "flattening" strategies seem distinctly different, upon careful consideration, they share a common foundation and internal connections. First, regarding the common foundation, through understanding the three distributor companies, the author found that they are all general agents for strong local brands. This means that with the guarantee of strong brands and best-selling products, they have extensive distribution networks and strong financial strength, as well as the capital to negotiate with second-tier distributors and terminal merchants. This is the foundation for distributors to carry out "flattening." Next, regarding internal connections, the method of binding second-tier distributors to go deep into terminals focuses on allying with second-tier distributors, directly contacting and serving terminal merchants through a peaceful transition. However, the types and methods of services provided to terminal merchants are not clearly defined or systematic. The terminal alliance model, on the other hand, designs a profit and revenue model for terminal merchants, thereby attracting them to cooperate voluntarily. The author believes that the above two models can learn from each other. Only by properly handling the interest relationships with second-tier distributors and terminal merchants can the flattening system be more complete and stable. Once the system is stable, the model is mature, and funds are stable, then building a terminal chain system—whether self-built, franchised, or cooperative—will be an easy task. Source: Wine Talk Editor's PS: The editor selected 1,067 quality articles from nearly 1,900 published on this official account, categorized them into 14 major categories and 57 knowledge points, and systematically compiled frontline marketing management content into a library for easy learning. From market to customers, covering practical combat and management, all are valuable. Follow the official account and reply with the number "1" to browse and view related content.