Click 'Read Original' for details. In 2016, I discussed with beer deep distribution master Fang Gang the question of 'where deep distribution is heading.' The routine work of deep distribution, such as distribution, visits, inventory management, and promotion, has been done for many years and has reached a dilemma: not doing it is not an option, but doing it brings no incremental growth. At that time, Fang Gang and I concluded: deep distribution will develop towards precision and efficiency. However, now I have changed my view. Shi Wei, one of the advocates of deep distribution, wrote a book called 'Deep Distribution.' At the beginning of the year, when I heard that Shi Wei was about to publish this book, I was surprised: why write a book on this topic now? Later, after in-depth communication with Shi Wei, I understood. Shi Wei actually proposed deep distribution from another dimension. If the deep distribution proposed around 2003 is called 'B-end deep distribution,' then the current deep distribution should be called 'C-end deep distribution.' B-end deep distribution goes as deep as the terminal; C-end deep distribution goes deep into the C-end. The main work of B-end deep distribution includes: distribution, inventory management, visits, promotion, and customer relations. At that time, the 'eight-step work method' was the standard for deep distribution. What was the result of doing these main tasks well? The answer: sales could increase. Why could sales increase? First, because the total market was still growing; second, because these activities activated the terminals; third, because promotions could boost sales and let consumers feel they were getting a bargain. In the later stage of B-end deep distribution, around 2008, the 'eight-step work method' gradually failed. At that time, I proposed replacing deep distribution with 'terminal promotion.' Two companies did this particularly well: one was Arawana, and the other was Uni-President's Sauerkraut Beef Noodles. Uni-President's slogan was 'establish a sales system oriented by promotion.' Looking back now, terminal promotion is work between the B-end and C-end, using C-end work to promote B-end work. Compared to pure B-end work, it is undoubtedly a huge step forward. Some may wonder: without distribution and visits, if there's no product on the shelf, how can you talk about sales? I would counter: if you do these tasks well, will you have sales? The main work of an era is not to do some 'have-to-do' tasks, but to do tasks that 'increase sales once done.' Under current conditions, what kind of channel work can bring sales growth? I believe it is 'C-end deep distribution.' Here, C-end refers to consumers. Some may ask: why didn't we do C-end before? First, because doing B-end was effective, so there was no need to increase costs for C-end; second, because there were no technical means before, but now with mobile internet, we can connect with the C-end. For example, through social communities and mini-programs. Previously, I trained distributors for a dark tea company, and they specifically invited Tencent people to talk about mini-programs, so there are already technical means to connect with the C-end. In the next two years, it will be the dividend era of C-end deep distribution. Which companies are doing C-end deep distribution? Jiangxiaobai, Liduzhuang, and Xiaoshile are all doing it. Some people don't understand Jiangxiaobai, thinking they just do good communication, but in fact their deep distribution has reached the C-end. Recently, I went to Jiangxi Liduzhuang for a study tour and found their C-end deep distribution is excellent. Their slogan is 'be the number one player in immersive scenario experience.' What is the main work of C-end deep distribution? I believe there are two items: first, communication ignition; second, sell-through. Traditional ignition used to be the work of the marketing department, but now it should become the work of the sales department. The sales department is both the 'army' and the 'air force,' and its functions need to change. The sell-through in C-end deep distribution is also different from B-end deep distribution. The sell-through in B-end deep distribution is essentially a 'redistribution of terminal inventory'—if your product sells more, other brands sell less. The sell-through in C-end deep distribution is essentially 'creating incremental volume for the terminal,' which is actually work to attract traffic to the terminal. Note: B-end deep distribution is essentially dividing up terminal inventory; C-end deep distribution is essentially creating incremental volume for the terminal. These two approaches have different positions at the terminal. Some may say: if you don't do inventory management, visits, or customer relations, and the terminal has no products, what will they sell? I'll tell you a more pitiful situation: companies give terminals display fees, and when salespeople visit, the display is good. But as soon as the salesperson leaves, the display is immediately changed. I once asked a store why they changed the display. The owner's answer: it affects sales. If without visits and inventory management, the shelves are empty, does that mean inventory management, visits, and customer relations are important, or does it mean these tasks have no effect at all? Two answers, two solutions. One is to be deeply trapped and unable to extricate oneself; the other is to seek liberation. After replacing B-end deep distribution with C-end deep distribution, does it mean we no longer do B-end deep distribution work? Of course not. To do C-end deep distribution, you first need to distribute products. However, it's no longer about distribution rate, but precise distribution. After distribution, will there be natural sales? Now natural sales are very difficult, so we need to do C-end deep distribution, that is, communication ignition and C-end traffic attraction. Once C-end ignition and traffic-driven sell-through are done well, we have the right to ask the terminal to proactively do inventory management and replenishment. For example, we found that after doing C-end deep distribution well, some terminals proactively requested distribution. At this point, the position at the terminal is different. Why is the position different? As mentioned earlier, the essence of B-end deep distribution is 'dividing up inventory,' while the essence of C-end deep distribution is 'attracting traffic,' that is, creating incremental volume. Even after doing C-end deep distribution, does it mean we completely stop visits, customer relations, and inventory management? Of course not. Work aimed at the B-end still needs to be done, but there are two differences: First, precision strikes. Based on backend analysis after channel digitalization, any problematic terminal must be solved more precisely; Second, routine visits, inventory management, and customer relations are still needed, but the frequency of routine work should be greatly reduced. Because such routine work is relatively inefficient. The logic above is: do the deep distribution work aimed at the C-end well, and the deep distribution work aimed at the B-end will be greatly reduced. C-end deep distribution does not abandon B-end deep distribution; it includes B-end deep distribution and improves its precision and efficiency, reducing the intensity of routine work. Source: Teacher Liu's New Marketing (ID: liuchunxiong1964)