Yijiupi's H1 performance surged 1300% year-on-year, and it claims that with the layout and maturity of 60 city networks, plus the launch of customized products, it is expected to start making profits by the end of the year. Recently, the reporter learned from relevant authoritative channels that in the first half of 2016, Beijing Yijiupi E-commerce Co., Ltd. (hereinafter referred to as Yijiupi), the leader in the wine industry B2B track founded in September 2014 and less than two years old, achieved sales turnover of 1.384 billion yuan, a surge of 1300% compared to 100 million yuan in the same period last year. Subsequently, Yijiupi CEO Chen Shengqiang confirmed this information. At the same time, he stated that in 2016, with the layout and maturity of 60 city networks, plus the launch of Yijiupi's customized products, Yijiupi is expected to start making profits by the end of the year. ◆** ◆ ◆** Three Major Advantages of Yijiupi Leading Wine B2B From the A round in January 2015 to the B+ round completed in February 2016, Yijiupi has completed three rounds of financing in the capital market, with a total financing amount of 500 million yuan in one year. The capital market valuation has soared from 350 million to nearly 4 billion, a tenfold increase. In today's environment where wine e-commerce companies are eager for capital but find it hard to obtain, why is Yijiupi so favored by the capital circle and developing at a rocket-like speed? When wine e-commerce companies are beginning to learn from Yijiupi and advance into the wine B2B track, why does the pioneer Yijiupi still dominate and lead the wine B2B track? In recent years, the reporter has continuously tracked the "Yijiupi phenomenon" and believes that even today, when wine e-commerce companies are entering the B2B track, the difference between Yijiupi, which has always been oriented by terminal customer needs, and the followers mainly comes from three points. First, Yijiupi is currently the only one-stop supply chain platform in wine B2B that is oriented by terminal demand, with extremely high customer stickiness. Unlike many wine B2B platforms that follow the trend, Yijiupi not only sells factory-to-terminal customized products but also sells national and regional mainstream products, fully satisfying customer needs. Its customer stickiness ranks first in the industry, and it truly adopts an internet-based thinking model. During follow-up interviews with Yijiupi, the reporter found that since this year, Yijiupi has increased the sales of developed and customized products on the basis of its original main products, which are best-selling mainstream products. Currently, customized products such as Kuaijishan Gold Label, Quanxing Tequ Run series, Australian Red Mountain Creek, Chilean Pictor, and Spanish Return have achieved huge sales growth on the Yijiupi platform. Jiannan Laofang, Classic Hengshui Laobaigan, Mianzhu Daqu, Blue Bottle Fenjiu, and French Levo General are also about to be launched. Yijiupi has gradually achieved the goal of direct sourcing from wineries in major wine-producing countries around the world, including France, Chile, Australia, Spain, and Italy, allowing imported wines to go directly from the winery to the terminal. A terminal owner once communicated with the reporter, saying that cooperation with Yijiupi not only allows them to obtain national and regional mainstream products, but also its selected customized products are adapted to the needs of terminals and consumers, allowing terminals to both move volume and gain considerable profits. Therefore, they welcome customized products and rely more and more on Yijiupi. "With the rapid development of Yijiupi's national market, since this year, Yijiupi has increased the proportion of factory-to-terminal products, greatly increasing the stickiness between terminals and Yijiupi," Chen Shengqiang once introduced. Second, Yijiupi truly adopts a "distributed" architecture, with localized unified warehousing and distribution services nationwide, providing a first-class customer experience. It is understood that Yijiupi has established unified warehousing and logistics in more than 20 provincial capitals and more than 60 prefecture-level markets nationwide to improve industry circulation efficiency. (This number was 13 in the same period last year, and the number is constantly being refreshed.) It is understood that the unified warehousing and distribution infrastructure improves the traditional merchants' independent and redundant warehousing and logistics facilities. On the one hand, it reduces costs by removing intermediate links; on the other hand, it improves efficiency and reduces costs through scale. In addition, Yijiupi establishes its own teams in regional markets, ensuring execution. A distributor once frankly told the reporter that Yijiupi's team members are like wolves fighting in the market and serving terminals. It is understood that Yijiupi's consistent philosophy is to change the current situation of too many circulation links in the wine industry and make the channel shorter and thicker. The construction of unified warehousing and distribution and teams has achieved unprecedented improvements in efficiency and execution. Third, Yijiupi focuses on wine B2B, with healthier finances and stronger explosive power. Unlike many followers, Yijiupi has always focused on the B2B field without diverting any energy to other e-commerce operating models. Followers often engage in multiple models in addition to B2B. A person related to Yijiupi's investors once clearly stated in communication with the reporter: Since its establishment in 2014, Yijiupi has always focused on the B2B track and continuously improved its operating methods on this track, gradually establishing mature cooperation models with upstream suppliers, wine merchants, and terminals. This is particularly valued by the capital side. Based on this focus, Yijiupi continues to receive favor from the capital circle. While focusing on the B2B track and continuously improving cooperation methods, it is understood that Yijiupi has also become increasingly refined in financial management and other aspects. This key point has also won recognition from the capital circle and provided strong momentum for rapid development. ◆** ◆ ◆** Will Yijiupi Start Making Profits by the End of the Year? During the interview, the reporter noticed that with the strengthening of refined management, Yijiupi's wholesale gross profit margin in the sales of best-selling mainstream products has been continuously improving, operational efficiency has been increasing, and the integration with major merchants has been strengthening. At present, it has basically achieved a balance of revenue and expenditure. At the same time, with Yijiupi increasing the listing and sales of factory-to-terminal products since this year, its profitability is gradually strengthening. Regarding this finding, Chen Shengqiang frankly stated that last year Yijiupi achieved sales turnover of 710 million yuan, and this year it is expected to achieve 4.5 billion yuan. With the maturity of Yijiupi's diversified cooperation models, Yijiupi is expected to start making profits by the end of this year. In addition, the reporter learned from the capital market that Yijiupi's new round of huge C-round financing is already underway, which is expected to further strengthen its leading position in the wine B2B track and strengthen the breadth and depth of its national layout. Undoubtedly, Yijiupi has taken big steps toward becoming a unicorn in the wine B2B track, and we will continue to pay attention to this. -END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and actionable 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 salespeople | 015 Internet, brands | 016 Distributor B2B transformation | [Long press QR code to follow]