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In Jin Yong's martial arts world, there is a legendary martial art—the Eighteen Dragon Subduing Palms. This palm technique is vigorous and powerful, exuding dominance. The three masters who excelled in it—Hong Qigong, Guo Jing, and Xiao Feng—were all upright, righteous, and chivalrous. The Eighteen Dragon Subduing Palms emphasizes internal cultivation and external practice, overwhelming opponents with momentum. Each move is formidable, each stance sweeps through armies. Whether in danger or outnumbered, these three masters remained majestic and fearless.

Every outstanding marketing professional fights on the front lines of the market, experiencing battles without gunpowder. They possess the courage and confidence to take charge. In channel management, they demonstrate sufficient control. Controlling the channel effectively squeezes competitors; controlling the channel secures competitive advantage. Especially when competitors are evenly matched, channel control ensures continuous sales growth. For instance, Yili and Mengniu are comparable in strength, but in certain regional markets, sales vary; the reason lies in differing channel control capabilities. Wahaha dares to challenge Danone, relying on its control over distribution channels. Those who control the channel win the market; channel control has become the lifeline of enterprises.

What is a channel? Simply put: it is the pathway for a company's products to flow forward and for funds to flow back in reverse. It is the bridge connecting the enterprise to the market. Currently, common channel participants include distributors, franchised stores, sub-distributors, and retailers. How to control the channel? This article borrows the routines of the Eighteen Dragon Subduing Palms and proposes the Eighteen Moves of Channel Control.

First Move: Follow the Trend and Guide with Profit

The key to this move lies in leveraging momentum and guiding with profit. When establishing a new channel, the enterprise needs to create momentum for its products, occupying a high ground to pressure others. Methods of creating momentum include: refining the product's essence, establishing the best appeal point; forming strong alliances to borrow momentum; introducing new product concepts, segmenting markets; and using powerful advertising to create news hotspots. Through momentum, the enterprise gains a strong position and takes the initiative.

Guiding with profit means the enterprise builds a profit model centered on the product, ensuring each sales link receives sufficient benefits. In business, profit comes first. If distributors, sub-distributors, and retailers genuinely profit, their sales enthusiasm is maximized, and they will invest adequate manpower and resources.

Guiding with profit is not just about setting a reasonable price system. The profit margins between wholesale and retail often shrink as sales volume increases. The key is effective control of the price system, while reserving some profit space for periodic rebates to dealers who comply with company policies. This facilitates better control over dealers.

Using momentum to pressure others, borrowing others' resources for one's own use, and guiding with profit to control the channel—this is the essence of this move.

Second Move: The Magic Brush Blooms

Martial arts masters use the opponent's force against them. Go masters seek meticulous positioning. Skilled painters outline shapes with a few strokes. Marketing experts, when building channels, also focus on leveraging, positioning, and outlining.

During market expansion, let dealers compete; during development, let them check each other. As dealers compete and squeeze each other, the enterprise reaps the benefits and controls the overall situation.

The key is that initial channel design is crucial. At the start, the ideal network layout is triangular opposition with mutual overlap. Theoretically, triangular opposition provides the widest coverage and the most stable foundation.

Example Figure 1: Theoretically, a distributor's sales coverage is generally within 100 kilometers. A 30-kilometer diameter coverage area is the direct sales zone, the main base, with the strongest sales force. The 30-60 kilometer zone is the distribution area, with weaker sales. The 60-100 kilometer zone is the agency area, i.e., the secondary wholesaler agency area, with the weakest sales. Overlapping dealer territories serves two purposes: first, to compensate for weak sales in peripheral areas; second, to create mutual competition and pressure among dealers.

In the early stages of channel establishment, layout determines the direction of market development. Points connected, links interlocked—this is the essence of the second move, the Magic Brush Blooms.

Third Move: Touch Stone to Gold

Traditional industries mostly adopt a composite channel model, i.e., regional agency system. Its advantages: effectively integrates social resources, accelerates channel establishment, reduces sales costs, and speeds up capital turnover. Disadvantages are obvious: low channel control, weak expansion and execution. If we change this traditional model, shorten channel levels, and adopt direct operations, traditional enterprises will face stretched sales lines, slow cash flow, and increased sales costs, becoming heavy burdens.

The secret of Touch Stone to Gold is to leverage strengths, avoid weaknesses, and turn the ordinary into the magical. The basic method: use agreement-based franchising to convert distributors into franchisees, integrating them into the enterprise's marketing management structure. Franchisees operate independently but administratively belong to the company's sales branches, directly managed by the company. This leverages the franchisee's network advantages and resources while controlling the channel through effective management.

There are generally three ways to develop franchisees: First, absorption. Absorb dealers operating other brands, adjust business and management, and establish an operating mechanism centered on the company's products. Second, development. Develop new companies whose main business is selling the company's products. Third, restructuring. Based on sales backbone, convert the company's original offices or branches into franchisees.

The core of Touch Stone to Gold is transforming the partnership with dealers into a management-subordinate relationship, controlling the channel by controlling dealers.

Figure 2:

Fourth Move: Strike the Mountain to Hit the Ox

In sales work, the most troublesome issue is that distributors are hard to manage. Some dealers, relying on their financial strength and local influence, ignore the manufacturer's interests and arbitrarily change sales policies. Sales personnel often dare not speak out against such dealers. If the enterprise cannot control distributors, it means it cannot control the channel.

Strike the Mountain to Hit the Ox focuses on attacking one point, but the force hits the second point. For powerful dealers, direct confrontation only worsens things. The beauty of this move is avoiding direct conflict while making the opponent feel real pressure.

Dealers dare to challenge the manufacturer because they control the sales channel. However, the channels built by dealers are mostly in the hands of sub-distributors. Especially high-volume dealers mainly sell through sub-distributors. Sub-distributors are relatively weaker and easier to control. By controlling secondary wholesalers, you control the dealers—this is the focus of this move.

Sales personnel, through market visits, fully understand the product's distribution points. They conduct comprehensive research on the dealer's secondary wholesalers. Using tripartite agreements among the manufacturer, dealer, and secondary wholesalers, they formalize the relationship. If the dealer fails to supply secondary wholesalers promptly for any reason, the manufacturer has the right to supply directly. This creates pressure to constrain the dealer and solidify the enterprise's channel control. Controlling dealers by controlling secondary wholesalers, and controlling secondary wholesalers by controlling sales terminals—this is the essence of Strike the Mountain to Hit the Ox.

The beauty of this move: removing the firewood from under the cauldron, dissolving force invisibly. Find the vital point and strike once.

Fifth Move: The Magic Hand Revives Spring

In actual sales work, problems never cease. There are enterprise's own issues, industry crises, and dealer problems. Sales personnel need the ability to analyze and solve problems. Every symptom has its root. Whether sales personnel can act like a skilled doctor and revive spring depends directly on the enterprise's channel control.

Applying the Magic Hand Revives Spring first tests the quality and adaptability of sales personnel. First, understanding and recognizing the market. Make accurate predictions about future market trends and product prospects. Seasonal changes, shifts in consumption habits, and competitor policy changes all affect product sales. Can sales personnel predict and respond timely?

Quality issues with individual products, regional market dumping, etc., are common problems. Solving them promptly turns big into small, small into nothing, nipping problems in the bud. Meticulous and thoughtful sales work translates into execution and reflects the enterprise's management style and level.

This move also applies to guiding dealers' business management. Many early-starting dealers lack higher education and rely on years of experience, lacking systematic and thorough approaches. Sales personnel should use their knowledge, experience, and overall grasp to guide dealer operations, promoting joint development. By participating in dealer business management, sales personnel enhance control over dealers.

The Magic Hand Revives Spring tests not only the quality and ability of sales personnel but also their work methods and attitudes. Sales work is inherently tedious and detailed. Whether one can grasp every detail and provide comprehensive service to dealers is the key to this move.

Sixth Move: Remove the Firewood from Under the Cauldron

Generally, dealers in various regions pursue maximum efficiency and often operate multiple brands. Some larger companies represent dozens or even hundreds of products. For the enterprise, ensuring these dealers invest sufficient manpower and resources in its products directly affects market expansion and sales growth.

Some enterprises, to reduce dependence on dealers, directly hire sales staff to handle market expansion and terminal maintenance, downplaying the dealer's role, limiting them to goods transfer and distribution. This can strengthen channel control, but as the sales team grows, the management line lengthens, and sales costs rise sharply, burdening the enterprise. Reduced dealer functions may dampen their enthusiasm, leading them to invest more in other products.

The Remove the Firewood move uses sales policy adjustments to absorb as much of the dealer's working capital as possible. The more dealers invest in the company's products, the more attention they pay. At the same time, dealers become unable to operate other companies' products. By controlling dealers' working capital, the enterprise controls the dealers.

There are generally two methods: First, the deposit system. Dealers pay a certain deposit to obtain exclusive agency rights in a region, with the enterprise paying interest more than double the bank rate. Second, the revolving fund system. Dealers must deposit the full amount for next month's planned orders into the enterprise account by the end of each month. The enterprise ships according to actual amounts and pays 1-2% interest.

This move is typically used by mature enterprises. The prerequisite is that the enterprise has established good credibility, products are recognized by the market, with stable sales and broad prospects. For new enterprises with new products, rashly using this move may be seen as financing or fraud.

Seventh Move: Ambush on All Sides

The Ambush on All Sides move involves channel diversification and flattening. As market competition intensifies, the initial "exclusive agency" large-household model no longer suits the current market. Especially with the development of hypermarkets and large chains, retail can bypass wholesalers and directly purchase in bulk from manufacturers. This has become the main business model in many large and medium cities. Facing market changes, enterprises must diversify channels.

Enterprises set up branches or offices in central markets, segmenting channels. Some large hypermarkets, supermarkets, and specialty chains are separated from dealer channels and operated directly by the enterprise. Multi-directional attacks reduce intermediate links and enhance core competitiveness. Direct terminal management strengthens channel control—this is the first focus of Ambush on All Sides.

For market competition and control needs, enterprises flatten channel management. Specifically: shorten dealer territories, upgrade secondary wholesalers in second- and third-tier markets to first-tier dealers, or build self-owned channels using franchised stores or sales companies for direct terminal operations. Shortening channel levels reduces profit division and ensures competitive advantage.

Breaking into smaller units and sinking channels is the second focus. Timing is crucial. First, the product should be in its mature stage with brand awareness and market influence. Channel segmentation and sinking will affect original dealers' interests, but dealer changes should not impact sales. Second, the enterprise must have standardized sales management and personnel reserves. Channel segmentation and sinking mean longer management lines; standardized management and rigorous processes are key to success.

Eighth Move: Strategic Alliance

Channel relationships are important variables affecting and determining channel models and structures. Traditional channel models generally divide production and sales functions and share profits. Some channel members, for their own interests, overdraw market resources and arbitrarily change sales policies, harming the manufacturer and other members, and seriously affecting channel durability and stability.

There are contradictions between long-term and short-term interests, social and economic benefits between the enterprise and channel members. The most effective way to resolve these is to establish a community of interests. Specific methods: the enterprise absorbs channel members as shareholders, or converts year-end rebates into equity. Channel members become shareholders, participating in joint operations. The enterprise distributes dividends annually based on performance. The partnership transforms into a profit-sharing shareholder relationship, achieving win-win and harmony.

The foundation of strategic alliance is interest-based, with channel members taking stakes to form an economic community. Prerequisites: the enterprise has strong financial strength and good credibility, products have broad market prospects, and channel members have confidence in the enterprise.

The key is involving channel members in enterprise operations and important decisions, making them feel part of the enterprise. Annual dividends should account for over 50% of their operating profits.

"Competitive alliance" is the highest level of market competition. Strategic alliance also includes alliances between enterprises, with complementary interests and mutual support, leveraging strengths to expand markets together. The focus is on jointly cultivating markets, expanding consumer groups, maximizing benefits, and strengthening channel stability.

Ninth Move: I Alone Am Supreme

This move emphasizes the dominance the enterprise shows in channel operations. The most effective way to beat competitors is to squeeze them out of a specific channel. The method: exclusive "special channel" buyout operations to achieve channel monopoly. Three specific methods:

  1. The enterprise and dealer jointly buy out large restaurants. They pay a certain fee to the restaurant, which then supplies only the enterprise's similar products.
  2. The enterprise allies with large hypermarkets and chain supermarkets, offering favorable prices and rewards, and these outlets do not retail major competitors' products.
  3. Alliance with regional retail terminals. The enterprise pays a monthly fee to buy out the retail rights for a certain product category, and the store cannot retail other similar products.

This move is a double-edged sword. It can greatly constrain opponents, but due to huge market costs, it can also hurt oneself. Timing and control are crucial.

The true purpose is to establish industry leadership. It requires comprehensive strength comparison. Only with a certain competitive advantage can one effectively squeeze opponents and improve oneself; otherwise, the opponent may turn the tables, leading to mutual destruction.

Tenth Move: Break into Parts

In some mature enterprises, a regional dealer's sales can reach tens of millions, accounting for a high proportion of total sales. This is the "big customer" phenomenon. Undoubtedly, big customers contributed greatly to early development. But for the future, they can become a cancer in channel management.

"Big customers" benefited from the transition from planned to market economy, starting early, some transformed from state-owned tobacco and alcohol systems. Their characteristics:

  1. Strong capital and high influence in the local circulation industry.
  2. Many product categories; some are shifting from wholesale to retail.
  3. Basically control channels by controlling secondary wholesalers; market management relies on the manufacturer.
  4. Major brands in the industry are exclusively controlled by them.

From these characteristics, we can see the harm of "big customers" to market expansion:

  1. Hindering new product promotion. New product launches affect old product sales; big customers have low market operation levels, relying on the manufacturer for basic work, showing low enthusiasm and cooperation, at most handling goods transfer.
  2. Difficulty squeezing competitors. Major brands are concentrated with big customers; for them, your rise or fall matters little.
  3. Difficult management. Big customers, relying on local advantages, dare to challenge the enterprise. Marketing policies easily distort at their level.
  4. The culprits of channel dumping. To win over secondary wholesalers, they often arbitrarily lower wholesale prices and dump goods everywhere. The enterprise dares not speak out.

In marketing circles, there is a saying: "Develop big customers, limit big customers, eliminate big customers." Meaning: in the start-up phase, develop big customers; in the growth phase, limit them; in the stable phase, eliminate them.

The most effective way to limit and eliminate big customers is "Break into Parts."

Main methods:

  1. Shrink territories, extend channels. Reduce the big customer's operating scope, upgrade some county-level distributors to dealers.
  2. Category diversion. For new products, select new dealers and build new channels.
  3. Channel segmentation. Separate some channels (e.g., KA, catering) from big customers and give them to new dealers.

The most important point in marketing management is control. "Eliminating big customers" also focuses on strengthening channel control. For marketing managers, emotion must yield to reason.

Eleventh Move: Simplify Complexity

The difference between enterprise management and government administration: enterprise management simplifies complex things; government administration complicates simple things. As enterprises grow, marketing managers fear insufficient systems, covering every detail, which violates military principles.

Many multinational enterprises fail in the domestic market due to overly strict management. The author once served a multinational company whose product launch plan, dealer selection, market operation processes, customer visit steps, and product display spanned hundreds of pages—seemingly perfect. They required marketing personnel to simply replicate. The result: huge investment, minimal returns. The reason: failure to consider market differences, formulaic work, and lack of creativity.

Many dealers experienced primitive start-ups; their mindset is simply selling goods—making money. Deep theories are like playing the lute to a cow. China is vast with significant regional differences. Overly complex marketing management systems become no system. Managers should remember: "Water too clear has no fish."

How to simplify? Follow these principles:

  1. Assessment criteria for marketing personnel should be "quantitative" not qualitative. Set quantitative indicators for product coverage, market share, brand reputation, customer satisfaction, sales volume, etc., without restricting work processes.
  2. Reduce the number of forms. Many enterprises use form-based management, seemingly perfect but mostly useless. This reflects managerial laziness. Anyone can fill forms; only heaven knows their truth. Managers should focus on performance at each stage. Those working overtime may not be good employees; those seemingly idle are often the strong ones.
  3. Dealer management systems should be simple and clear. There is no theory with dealers. You can talk endlessly, but they won't understand. Just tell them what to do and what not to do.
  4. Maintain stability of marketing policies. The biggest taboo is changing policies frequently. Once implemented, stick to them regardless of market changes. Like a fool digging a well, even if the location is poor, persistence will eventually yield water, better than a smart person who changes location halfway.

"Simplify Complexity" is essentially a change in marketing management style. True marketing masters manage simply and directly. Marketing emphasizes efficiency. Results determine success or failure.

Twelfth Move: Forge a New Path

We are in an era of information explosion and technological advancement. Novel channel models emerge constantly, offering new opportunities and challenges. "Not following conventional routes," marketing innovation has become a key consideration for managers.

Broad roads are smooth but crowded. "Forging a new path" carries risks but can achieve surprise victories. Marketing experts always think outside the box. This move involves designing unique channels based on product characteristics, abandoning traditional ones.

Specific applications:

  1. Build new sales platforms. E.g., popular e-commerce, TV shopping. New media affect lifestyles and habits, breeding new business opportunities. The key is to seize the opportunity first.
  2. Revise traditional channels. Traditional channels have persisted for years; integrate modern elements to rejuvenate them. E.g., rural store alliances, shop-in-shops. Rural stores are scattered, with inconvenient transportation and high delivery costs, but they are closest to consumers. Some regions establish rural store alliances for unified purchasing and management. Given the large number, prospects are significant. Some enterprises set up shop-in-shops in hypermarkets and hotels, leveraging their credibility for good results.
  3. Self-built channels. Based on brand advantages, build exclusive channels, commonly franchised chains. Self-built channels promote mutual growth of brand and sales.

"Forging a new path" requires acting according to one's abilities and local conditions. New channels must match products, and investment should be proportional to returns.

Thirteenth Move: Separate Production and Sales

As enterprises grow, internal management structures become more layered. Large enterprises inevitably face complex personnel and reduced efficiency. Sales departments are constrained by multiple factors, weakening market sensitivity. Separating production and sales is imperative.

The sales department, as the leader of enterprise development, holds an important position. Markets change rapidly; sales efficiency determines enterprise vitality. It must maintain sufficient independence.

Production and sales are always contradictory: increased sales reduce production costs, while product quality and cost affect sales. To maintain harmony, the best solution is separation.

Many companies have established independent sales companies for these reasons, meeting development needs. When separating, note:

  1. Sales companies operate completely independently. Production and sales departments transact at product prices. Production supplies at actual cost plus 10-15% profit. Sales companies set ex-factory prices, operate independently, and are assessed independently. They have the right to refuse products without market prospects or with excessive prices.
  2. Cost transparency and process quantification. Production departments reflect raw materials and processes with data, ensuring science and transparency. Sales companies budget each sales link, quantifying the entire process.
  3. Sales companies draft development plans. Change the production-oriented mindset to market-centered, customer-oriented.

Another model is business unit management. Enterprises establish business units for single brands or categories. Both models aim to flatten management structures and enhance decision-making.

"Separating production and sales" is an adjustment of management structure, emphasizing market-centered thinking. It is also the decentralization and concentration of power, focusing on strengthening market control.

Fourteenth Move: Streamline Troops and Simplify Administration

Sales force key lies in people, the team's combat effectiveness, and corporate cohesion. Sales personnel are executors of marketing strategies and the link between enterprise and market. The sales team is a major factor in success or failure.

As the saying goes: "Troops are valued for quality, not quantity." Human wave tactics may not translate into sales power. "Using people" reflects managers' ability and emotional intelligence. How to select suitable sales personnel and build an efficient, high-combat team? The author suggests:

  1. There is no best salesperson, only the most suitable. Managers set positions based on tasks, not people. Grassroots sales personnel should be diligent; regional managers should focus on execution; provincial and regional managers should emphasize market reading and control. Use people's strengths, avoid weaknesses. Team members complement each other for maximum combat effectiveness.
  2. Cultivate a shared vision. Sales personnel need ideals and life goals. Let them develop with the enterprise. Managers must not only use people but also cultivate them. Salespeople who grow with the enterprise have a stronger sense of belonging.
  3. Clear authority and responsibility. The key is clear authority. With authority, orders can be executed. Managers should delegate power, letting each level take responsibility and act flexibly.

Streamlining troops also means simplifying administration. How? Already discussed in "Simplify Complexity." This move elaborates on employment standards and thinking. Mengniu's employment policy: "Those with both virtue and talent, use freely; those with virtue but no talent, cultivate; those with talent but no virtue, restrict; those with neither, never use." The author emphasizes: use people according to tasks and timing; complement strengths and weaknesses, integrate as one. The water a barrel holds may not depend on the shortest plank, but on whether there are gaps between planks and whether they can compensate for each other's shortcomings.

Fifteenth Move: Industry Mergers

Industry mergers are common in China. They effectively integrate market resources, strengthen market control, and accelerate channel expansion and control. Examples: China Resources, Tsingtao Brewery, and Yanjing Brewery in the beer industry; New Hope Group in dairy; P&G in daily chemicals.

To expand rapidly and lead in competition, merging competitors is the best path. Mergers allow complementary advantages and resource sharing. But not all achieve 1+1>2. 70% of mergers fail. Note:

  1. Cultural compatibility. Incompatible cultures and opposing business models lead to loss of talent and market resources; the merger is just an empty shell.
  2. Product-market alignment. A main purpose is to use the acquired company's channels to introduce products. Due to market differences, existing products may not fit new markets.
  3. Brand integration. After merger, conflicts arise over whether brands can coexist. Replacing the acquired brand with the original is a waste of resources, contrary to the merger's purpose. Of course, some mergers aim solely to eliminate competitors, which is different. Brand integration needs a transition period.

Industry mergers are the trend. Competition is cruel: "Big fish eat small fish, fast fish eat slow fish." Coca-Cola and Pepsi initially merged with domestic cola companies to establish a foothold and develop steadily. Strong enterprises can consolidate their leading position through mergers.

Sixteenth Move: Industry Monopoly

Using advantages in technology, raw materials, or brands to establish a monopoly. Apart from some large state-owned enterprises whose monopoly is due to historical and institutional reasons, many enterprises have established monopolies. For example, a Zhejiang rowing boat manufacturer accounts for 70% of world sales; Strong Group (Xizhilang) holds 80% of the domestic jelly market. Monopoly gives absolute channel control.

Establishing a monopoly seems difficult, but with efforts in the following areas, it is possible:

  1. Specialization. Focus on one field, gain technological advantage, and achieve monopoly. E.g., a demolition company specializing in directional demolition of civil buildings monopolizes 80% of the domestic market.
  2. Market segmentation. Occupy a monopoly in a specific niche.
  3. Control resources to monopolize the market. By controlling scarce resources, prevent other enterprises from entering.

Establishing monopoly advantage is the highest level of enterprise development. Not only be the leader but also the "only one" in the industry. Only then can one "stand at the top and see all mountains small."

Seventeenth Move: Action Through Inaction

Channel control ultimately means controlling each link. If all intermediate links are cut, the channel becomes direct product-consumer contact. All previous management of dealers and retail terminals disappears. This is action through inaction.

Simply put, it is the direct sales model. In health products and high-end cosmetics, many enterprises use direct sales. In 2006, Amway achieved annual sales of 15 billion yuan in China. Direct sales have broad prospects.

Direct sales seem simple but are difficult in practice. First, policy restrictions. Direct sales can easily become pyramid schemes; enterprises need government approval. Second, management of direct sales personnel. Large teams and many levels make management difficult, including training, performance assessment, and after-sales service. Operating a large direct sales system requires sound management systems, strict organizational structures, and high-quality management teams. Third, products must have high profit margins to support huge direct sales costs. Direct sales rely on high commissions to motivate personnel; without huge incentives, it's hard to recruit.

This move seems simple but tests management capability. Any deviation in a link can ruin everything. Corporate credibility, employee quality, and operational capability determine success. Direct sales is a trend and the most advanced channel model, but in the author's view, it will not become the main channel within the next decade.

Eighteenth Move: The Benevolent Are Invincible

China values benevolence; Confucian "ren" (benevolence) has influenced every Chinese for over two thousand years. Businesspeople talk profit but also benevolence. As the saying goes: "A gentleman loves wealth but obtains it righteously."

For employees, the enterprise's benevolence is "love." Employees are the greatest wealth and masters of the enterprise. Love is shown by providing a stage for realizing value, a source of growth, and a spiritual home. The enterprise belongs to all employees; it develops together with them.

For customers, benevolence is "trust." Keeping promises is the basic principle. Credibility is the foundation of survival. Trustworthy enterprises win customer loyalty.

For consumers, benevolence is "responsibility." Enterprises must first bear social responsibility. The melamine incident implicated many domestic dairy enterprises, reflecting a lack of social responsibility. Mengniu and Yili are trying to restore public trust; the author believes they must first examine their corporate values.

The enterprise's "ren" gives employees a sense of belonging, customers a sense of identification, and consumers loyalty. The author sets "The Benevolent Are Invincible" as the last move because it runs through all the previous seventeen moves.

This move embodies corporate culture and values, the foundation and source of survival and development.

In the martial arts world, the Eighteen Dragon Subduing Palms used by Hong Qigong, Guo Jing, and Xiao Feng are powerful because each move is connected, each link interlocked. Controlling the channel is the same: one move cannot win; only continuous moves can sweep through armies.