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The market is increasingly difficult, costs are rising, and pressure is mounting. What to do?
All possible means have been used, yet the market still doesn't move. What to do?
Facing strong competitors with frequent promotions that are hard to resist. What to do?
More people mean higher costs, fewer people mean no effect, and organizational structure lacks motivation and efficiency. What to do?
Personnel are increasingly difficult to manage, and execution often falls short of expectations. What to do?
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Such problems constantly trouble the operation and improvement of regional markets. How to simplify complexity? The author believes that "strategy + execution = market effectiveness." For regional market operations, three core events are indispensable: regional layout, channel operation, and consumer pull. Four Core Strategies for Regional Layout ▽ In regional market layout, it is necessary to choose a strategy based on the actual network situation of distributors, the resource situation of the manufacturer, and the market layout of competing brands. It should be said that whether it is a single regional market, a provincial market, or a national market, there are mainly four layout strategies: rural encirclement of cities, central market radiation, urban-rural interaction, and point-based layout. Rural encirclement of cities. This is a "first easy then difficult" layout strategy, emphasizing "gradual penetration," that is, first encroach on the easier surrounding rural markets, accumulate strength and form an encirclement of the central city market, while also exerting an invisible influence on the central city market, and when the time is ripe, capture the central city market in one fell swoop. This strategy can be used for markets where the central city market has low influence, high competitive barriers, and where the difficulty and returns of starting surrounding markets are relatively reasonable.
Central market radiation. This is a "first difficult then easy" layout strategy, emphasizing "strong leadership," that is, the enterprise expends substantial financial, material, and human resources to leverage the "provincial capital market or strategic market," and through the huge radiation of the "provincial capital market or strategic market" to influence the vast surrounding markets, with the aim of occupying the entire provincial market. This strategy can be used by enterprises with certain capital and resource strength, or when they want to occupy the entire provincial market.
Urban-rural interaction layout. This is a "comprehensive market launch" layout strategy, emphasizing "blossoming everywhere." When expanding its target regional market, the enterprise simultaneously starts in the city and townships to achieve comprehensive coverage of the regional market, forming interaction. Because this method has high requirements for resources, costs, and network capabilities, it is more suitable for regional markets at the county level or third- and fourth-tier cities.
Point-based layout. This is a "point to area" layout strategy. This method actually means that when there are multiple target markets, first select a few core points, concentrate all sales capabilities, and in the short term improve the enterprise's market share and market position in these core point markets. Through the layout of point markets to drive the overall market layout, finally forming a radial, concentric circle, fan-shaped, or triangular market pattern. This method is suitable for enterprises with limited resources, using resource concentration to lay out core provincial markets, core prefecture-level markets, and core county-level markets. The above core strategies for regional layout need to be remembered by regional heads, and in actual market operations, they should be matched with the enterprise's own situation, resource situation, and market competitive environment. Master the Key Points of Regional Market Channel Operations ▽ First, list the weights and operation order of the five traditional channels The five traditional channels include "supermarket channels, tobacco and alcohol store channels, hotel channels, group purchase channels, and circulation distribution channels." The operational role and weight index of each channel are shown in the table below. Second, effectively sort and classify the five channels Regional heads should, based on the group's or company's overall market strategic positioning, sort and classify the various channels in their region, and formulate different channel strategies for different categories of channels to maximize the effectiveness of the enterprise's marketing resource allocation. The specific classification methods for each channel are shown in the table below. Third, adhere to "one store, one policy" for core terminals "One store, one policy" refers to using classification methods based on the core terminals of each channel, their consumers, and competitors to combine personnel allocation, product placement, terminal policies, customer relationship public relations, promotional activities, and other means, that is, one targeted strategy for each core terminal store, ultimately forming a comprehensive competitive strategy that is superior to competitors, suitable for the store, and targeted at consumers. Usually, implementing "one store, one policy" requires grasping five steps: 1. The regional supervisor trains salespeople on terminal classification standards and reasonably arranges channel research work; 2. Sales personnel begin channel research, screen core terminals, and find entry points for core terminals; 3. The regional supervisor formulates different channel strategies and promotional policies for different categories of core terminals; 4. Salespeople effectively implement the promotional policies based on the situation of core terminals, but specific promotional policy expenditures must be effectively counted. 5. Salespeople follow up and maintain the specific policies implemented for core terminals. Fourth, turn core stores into second-tier distributors. Here, turning core stores into second-tier distributors is based on the targeted strategy of "one store, one policy" to leverage core terminals, and through key strategic support for core terminals to radiate and influence marginal terminals. That is, implement strong policy support for core terminals to stock up, giving them space to distribute and serve marginal terminals, finally forming the manufacturer's second-tier distributors. Thirty-Six Strategies for Consumer Pull ▽ In liquor marketing, consumer promotion pull is an indispensable core component to accelerate product movement. Efficient promotional activities can not only increase sales and enhance brand influence, but also ignite the market. 1. Promotion categories: consumer promotion, terminal promotion, distributor promotion. 2. Promotion methods: themed, point-based. 3. Promotion cases: tasting, buy-give, lottery, lucky, riddles (participatory, playful). Of course, in actual operations, regional heads must be alert to the following traps: blind innovation, innovating for the sake of innovation; being too complex, unable to guarantee execution; difficult to check, causing resource waste. Only by doing these can you ensure your strategy is effective. Text/Heige Consulting Group, Heige Consulting (Beijing) Co., Ltd. Deputy General Manager Xu Tao New Food Era · New Distribution —— 2016 China "FMCG + Internet" Summit Forum —— This is a grand event focused on how FMCG industry channels should change under the general trend of Internet+ transformation Conference Agenda 08:00-09:00 Registration 09:00-09:05 Host opening 09:05-09:35 2016 China FMCG Industry Trend Analysis Report - Zhao Bo 09:35-10:05 FMCG Enterprise Transformation Strategy and Path - Liu Chunxiong 10:05-10:35 Opportunities and Challenges Brought by FMCG Channel Reform - Field 365 CEO Liu Zhao 10:35-11:05 Alibaba Retail Link All-round Empowerment - Alibaba Retail Link Guo Kunkun 11:05-11:25 Channel Efficiency in the Internet Era - Benlai Holding Vice President Fu Xiaoyun 11:25-12:00 Roundtable Forum - Brand Transformation: Improvement vs. Reconstruction? Guests: Liu Zhao, Liu Chunxiong, Fang Gang, Chen Feng, Shi Zhengchuan, Deng Xia 12:00-13:30 Lunch 13:30-13:50 Distributor Transformation: City Distribution Trend Development - Weijie City Distribution CEO Wang Qi 13:50-14:20 Roundtable Forum - Why Distributors Should Do Logistics in Transformation Guests: Zhao Bo, Wang Qi, Liu Zhongmin, Tang Guangliang, Wang Cheng, Sheng Yan 14:20-14:40 How FMCG Enterprises Take Off with the Internet - Xijiu E-commerce Operations Director Wang Hui 14:40-15:00 Detailed Explanation of Zhongshang Huimin's One Machine, Two Wings Strategy - Zhongshang Huimin Vice President Su Xiaoxin 15:00-15:20 Category Value and B2B E-commerce Development Strategy - Yijiupi CEO Wang Chaocheng 15:20-15:40 Supply Chain Finance is the Lubricant for B2B to Drive Traditional Business - 51 Order CEO Chen Xian 15:40-16:00 Zhanghe Cloud Factory Helps Upgrade FMCG Supply Chain - Zhanghe Tianxia CEO Yang Lixiang 16:00-16:30 Integrating Small and Micro Retail, Reconstructing Business Ecology - Quanshi Vice President Miao Dong 16:30-16:50 In the Next Decade, B2B is the Main Investment Battlefield - Well-known Investor (TBD) 17:00-17:30 Roundtable Forum - Who is the King of FMCG B2B Models Guests: Fu Xiaoyun, Zhuang Jianzhong, Jiang Tao, Zeng Weiqin 17:30-19:30 Dinner For manufacturers and distributors who want to transform, this grand event is not to be missed. 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