---
title: "There Is Always a Transformation Model for You to Benchmark"
description: "2018 was a year of anxiety for traditional enterprises, but 2019 will be a year of divergence as transformation models mature. Enterprises now have three choices: continue waiting, explore in anxiety, or benchmark against successful models. The article outlines new retail and new marketing models for various business types and announces a forum to help enterprises find their benchmarks."
author: "刘春雄"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2019-01-05"
language: "en"
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# There Is Always a Transformation Model for You to Benchmark

> 2018 was a year of anxiety for traditional enterprises, but 2019 will be a year of divergence as transformation models mature. Enterprises now have three choices: continue waiting, explore in anxiety, or benchmark against successful models. The article outlines new retail and new marketing models for various business types and announces a forum to help enterprises find their benchmarks.

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**01**
2018 was a "year of anxiety" because traditional enterprises had not found a way out. 2019 will be a "year of divergence." In my observation, the transformation models for various traditional enterprises have basically matured. Those that transform successfully will get better and better, while those that lag behind may fall completely behind.
Some say 2019 is "a cold winter," but I observe that traditional enterprises that have successfully transformed are seeing "a spring scene."
Traditional enterprises now have three choices: **1. Continue to be anxious and wait; 2. Explore in anxiety; 3. Benchmark.** What is benchmarking? It is finding a benchmark model among successfully transformed enterprises that matches your own transformation, then learning, imitating, and practicing it. In my observation, most enterprises can currently find suitable enterprises and models to benchmark against. This is the result of the overall exploration by Chinese enterprises in recent years.
**02**
Most enterprises do not have the ability to explore at the forefront of the times, after all, exploration is high-risk. However, when exploration has basically taken shape, the test is the enterprise's ability to benchmark. Benchmarking is choosing a model that is most suitable and has been verified by practice, then quickly replicating it.
The ability to benchmark is tested in two aspects: **First, whether you pay attention to and deeply understand frontier exploration; second, grasp the timing and quickly replicate.** Exploration carries risks, but falling behind is also a risk. Seize the right timing and replicate quickly to minimize risk.
**03**
In the second half of 2018, I spent a lot of time on "study tours." By study tours, I mean going to enterprises that have achieved some success in exploring new marketing and new retail for in-depth learning. Only by observing on-site can you grasp the specifics and know how to do it; only through in-depth communication can you understand the underlying logic and top-level design.
After several study tours, I quickly made a judgment: **For traditional enterprises (including brand owners and retailers), almost every type of business has a relatively mature new business model.**
Put them together, and they represent the advanced productive forces of China. At the same time, I also judged that although exploration will continue, the path is already clear. The era of large-scale replication is coming. Since 2014, I have never been as confident about the way out for traditional enterprises as I am now.
**04**
Traditional retail related to FMCG is not more than the following types: 1. KA; 2. Chain stores; 3. Single stores. Each of these types has a benchmark new retail model.
> **First:** KA new retail, mainly the transformation of traditional KA, such as Bubugao's new retail.
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> **Second:** Community e-commerce and new retail small stores. Community e-commerce in Changsha has matured, such as Xingsheng Youxuan and Kaola Jingxuan, and is spreading nationwide.
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> **Third:** New species retail, such as Hema Fresh and Yonghui.
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> **Fourth:** Various innovative retail, such as new retail coffee (Luckin), new retail tea drinks (Nayuki, Heytea), unmanned retail, office unmanned shelves, etc.
Among the above four types of new retail forms, the first and second are "old city renovation" of traditional retail.
The common characteristics of new retail in traditional stores are: 1. Connecting C-end with the community as the radius, using tools such as APP, community groups, and mini-programs; 2. Diversified ordering methods, including online orders, on-site scanning, and self-checkout; 3. Using high-frequency fresh produce categories as a breakthrough; 4. Providing scenarios and experiences that traditional retail does not have. Scenarios are an upgrade of aesthetics, and experiences are recreated with the help of internet means; 5. Mentioning "time-limited home delivery" services.
**05**
The new marketing of brand owners was initially driven by IP, but now it is entering a composite model. At present, the early model of new marketing has matured, which is a combination of two major models: **First, the new experience model; second, the community-based three-dimensional driving model.**
The community-based three-dimensional driving, first, uses terminal stores to connect the offline geographic community, community groups, and mini-programs; second, manufacturers use KOLs to open up the three-dimensional space of the "virtual community." Opening up the three-dimensional space of the community only provides a logical framework for three-dimensional driving, so where does the real driving force come from? At present, new marketing has three major driving forces:
> **First, deep experience driving.** The new experience model corresponds to upgraded new products, and its logic is: deep experience, strong cognition, high dissemination. Experience is offline, cognition is in the mind, and dissemination is amplified in community groups and networks.
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> **Second, content driving.** Online driving (including community groups, official accounts, and mini-programs), content generates stickiness. Therefore, a large amount of content needs to be placed. Content production mainly relies on backend departments.
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> **Third, policy driving.** There are many promotional policies in different periods, and they can directly reach the C-end.
**06**
Understanding new marketing and new retail, many people hear it from hearsay, question it, and wait and see. My way is to go deep into the scene and have deep experiences. However, most people do not have such conditions. Someone reminded me that these explorers could be brought together to both share and trade.
**Good idea!**
On January 12-13, 2019, I initiated a forum in Zhengzhou, "2019, Marketing Layout at the Beginning of the Year," to let successfully transformed new retail and new marketing enterprises share their experiences, and let enterprises find benchmark enterprises suitable for themselves.
I am waiting for you in Zhengzhou!
Source: Teacher Liu's Forum
Click here to register in one click


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