Introduction: Should deep distribution exit the stage because of the mobile internet era? At the 2014 Huaxia Stone October Forum, Bao Zheng, the father of deep distribution, after a trip to Silicon Valley with Professor Peng Jianfeng and others, announced at such a formal occasion that he would no longer study deep distribution! Is it that because of e-commerce, the so-called disintermediation and decentralization, the refined channel deep distribution has become ineffective? Are you still hesitating about implementing deep distribution? If you are currently implementing it, what should you do next? Let's first look at the core philosophy of deep distribution: The core of deep distribution: organized effort; surpassing industry leaders and striving for first place; the six-fixation rules. The proposal of organized effort was because originally it was like a hunter, relying on a single trick, mostly individual behavior, mostly individual heroism. Now, through organized effort, individual capabilities must be transformed into organizational capabilities, fighting in the market systematically, sustainably, and systematically, to defeat competitors and achieve success. Surpassing industry leaders and striving for first place means that when deep distribution was initially introduced, it was purely a sales behavior, without much mention of focusing on consumers, from a marketing perspective. This indicates that it had deficiencies in communication, interaction, and consumer marketing. This is also why later some proposed deep marketing. Six fixations: Fixing people, fixing areas, fixing time, fixing routes... that is, solidifying work into processes and standardization. This achieves standardized management of complex and non-standard work, thereby facilitating the management of field work (management is managing commonalities), and achieving work efficiency, effectiveness, and benefits. This elevates the frontline work of the entire enterprise to a higher level - manageability. Whether deep distribution can still be done, and should still be done, starts from this analysis. Is the philosophy of deep distribution still valid? Since the advent of mobile internet, both enterprises and distributors can be said to be confused. They have been bewildered by various models, concepts, and trends. As of writing this, enterprises are still seeing declining performance, distributors are still at a loss, and various innovations are uncertain about tomorrow. Looking back at the past decade or so, there were only a few concepts: channel (terminal) king, deep distribution, KA, vivid display, sell-through... And now, just these KOLs, business models, "wool comes from pigs," 2B2C, F2C, platforms, self-organization, removing KPIs... have already left us confused! Apart from the uncertainty of the era of change, not being able to predict and see the future, and not seeing trends, the main thing is to see whether the core philosophy of deep distribution can be validated in reality. Combining mobile internet tools and systems, let's look: 1. It must be organized. The chaos among enterprises and channel partners is because in an era of change, there are no established rules to follow; everything must be explored by oneself. This exploration is unorganized, and unorganized operations are costly and directionless. However, everything will go from disorder to order, and everything will become structured and organized. Scenario: Continue implementing tool-based visit management, upgrade to real-time, true graphic or video terminal management, etc.; achieve remote management of field personnel through SFA; achieve departmental management of customers through mobile internet, etc. These are all manifestations of strengthened organization. 2. Enterprise marketing has two directions: one is to satisfy consumers, the other is to respond to competition. Deep distribution was born from responding to competition. Scenario: Early adoption of mobile internet is a weapon to avoid competition. Mobile internet first changes interconnection and interaction. Through certain structured interconnection and interaction (which is essentially incorporating all value chain members into a mobile internet software system for organized, close interactive communication), previous CRM, DMS, terminal management can all be easily integrated into mobile systems. In this way, competitive resources and capabilities are all in your hands, allowing you to leave competitors far behind in your operations, making it easier to achieve competitive success! 3. Various process and standardization management were once advocated by the entire consumer goods industry in the traditional era. In the mobile internet era, there is a greater tendency towards flexible management under standardization. Scenario: After breaking down the business personnel's goals and plans by person and time (rather than the six fixations of fixed people, time, area, route, etc.), with the assistance of the mobile internet system, business personnel can arrange their daily or even monthly work themselves. During the process, supervisors can assign key tasks to business personnel, and business personnel also report their work through the mobile internet according to basic work requirements. During daily and monthly work, the work process and performance of business personnel are automatically reported and shared through the mobile internet system, and supervisors can direct, coordinate, supervise, and assist sales personnel to complete performance. In this way, the original "six fixations" of deep distribution can even be upgraded to "one fixation" (i.e., being able to fix the daily performance completion of sales personnel)! 4. ... If we do not reject the principle that in any era, as long as the input-output is not absurdly asymmetric, business work can reach the terminal or even consumers, which is a path that should not be doubted, then from the above analysis, deep distribution can still be explored in the mobile internet era. New methods and tools for deep distribution Undoubtedly, deep distribution in the mobile internet era is, of course, a combination of offline work and online management systems. Otherwise, what would be the difference from before? Or can we find a better way to break away from the core of mobile internet - software or tools? Second, integrate the essence of deep distribution with the characteristics of mobile internet, incorporate it into a new deep distribution performance system, and carry out top-level design and development. Some content that must be included in the development:

  1. Include the sales personnel's performance plans and goals to facilitate order management, self-performance management, and improvement.
  2. Involve the process work of sales personnel to facilitate area management, process management, route management, customer management, etc.
  3. Include the path to achieve performance for sales personnel and link it to supervisors to facilitate process command, coordination, control, and assistance.
  4. Incorporate customers into system management, even departmental management; and conduct real-time, true management of people, finances, and materials in the process.
  5. Establish mobile internet training and recruitment channels to enhance sales personnel capabilities.
  6. Establish communication and collaboration channels between all levels and departments, breaking down departmental walls and hierarchical boundaries, to achieve deep "collaborative" sales aimed at performance goals. Achieve an upgrade of the original deep distribution model.
  7. ...... Finally, apply the system to relevant departments and personnel, conduct regional pilots, trial-and-error, and upgrades. After using it for a period, you will find that in the mobile internet era, enterprises can develop their business work more deeply than the original deep distribution and achieve remarkable results! Of course, one final special note: The reason why the original deep distribution was questioned after implementation was because of the excessive investment in personnel and costs, the over-standardization leading to numbness in implementation, and the failure to transform after a period of implementation (we had already produced a deep distribution manual when we implemented it thirteen years ago). Similarly, in the mobile internet era, we are only combining the advanced nature of mobile internet to implement business work, to liberate business personnel, distributors, terminals, and all members of the value chain, to provide better methods, ways, and tools to achieve performance, rather than to restrain and control business personnel, so that enterprises do not upgrade but regress! -END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and applicable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operations | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new sales | 015 Internet, brand | 016 Distributor B2B transformation | [Long press QR code to follow]