Source: Yunjiu Toutiao (ID: YJTT2016) In the era of big data, every transaction should be precisely interactive. Recently, Yunjiu Toutiao exclusively learned that Yanghe is advancing the construction of a system called "Yanghe SFA," which integrates existing terminal sales data, clarifies the division of labor between manufacturers and distributors, and transforms distributors into delivery providers. Currently, terminal data entry is underway. It is reported that in the Shandong region alone, the full marketing system has been introduced to 70% of terminal outlets, with a target of over 70,000 outlets. In marketing theory, SFA (Sales Force Automation) is a business component of CRM (Customer Relationship Management) systems. SFA is a scientific, quantitative management approach applied during the sales process, targeting each customer, each sales opportunity, and each personnel action. It effectively supports sales supervisors and salespeople in managing customers and tracking sales opportunities, and it can standardize sales processes and enable team collaboration. While other baijiu companies are actively expanding production capacity and adjusting products, Yanghe is going against the trend by investing effort in building a full marketing system. What is the strategy behind this?

1. Direct Terminal Control: Yanghe Takes Steps to Upgrade Marketing According to a Shandong liquor distributor, in his region, system data entry for terminal outlets began two months ago. Branch companies have already notified distributors to stop taking orders, allowing factory salespeople to place orders online through the terminal system, with distributors responsible for delivery. It is understood that in the Shandong market, the Zibo office, Zaozhuang branch, Dongying office, Laiwu branch, and Jinan North office have high completion rates for outlet data entry, all above 90%. Other regions have relatively lower completion rates, but the overall completion rate in Shandong has reached 70%, including tens of thousands of outlets in remote rural areas. Industry insiders familiar with Yanghe believe that as one of Yanghe's most important new Jiangsu markets, Shandong has a large population and a solid foundation for baijiu consumption. Completing terminal data entry helps the company make rapid marketing decisions. In other words, it can connect and centrally display the capital flow, logistics, and information flow from the factory to distributors, terminals, and consumers, making every aspect of personnel, capital, and materials transparent. The advancement of this system helps Yanghe achieve deep marketing and control over terminals, thereby promoting deep nationalization. This marks another step in Yanghe's marketing upgrade. "Yanghe SFA" system interface

2. Products, Stories, Channels: Yanghe's Bold Strategy With the advent of the internet era, traditional business and marketing models are at a crossroads of disruption and reconstruction. Yanghe is actively pursuing a new round of marketing innovation and upgrade with forward-looking strategic planning. As a systematic project, marketing upgrade is not just about simple adjustments and improvements; it requires forward-looking and comprehensive layout in products, communication, and channels. At the 2017 China Liquor Industry Business Leaders 50 Forum, Yanghe Chairman Wang Yao stated that Yanghe has been sparing no expense to create distinctive, high-quality products; making every effort to tell authentic and moving stories; and building a solid and versatile channel. Products are the ultimate touchpoint between a company and consumers, and they are also the core combat effectiveness of the entire enterprise, the foundation of marketing confidence. In early 2017, Yanghe launched Dream Blue·Handcrafted, a product that combines the company's old cellars, old liquor, and old craftsmanship, integrating all resources and technology into the product. After its launch, Dream Blue·Handcrafted quickly gained market popularity, with vehicles lining up at the production base to pick up goods, indicating supply shortage. In the past, excellent quality was the best path to reach consumers. With the progress of the times, good quality also needs good stories to complement it. Yanghe has learned from long-term practice that telling good stories is also a form of marketing, which can attract fans for Yanghe and for baijiu. The active promotion of the "Yanghe SFA" system and the systematic entry of terminal outlets are aimed at building a solid and versatile channel, establishing a fast track from the factory to terminals, and changing the traditional baijiu channel model. At the same time, this channel transformation can build new advantages for Yanghe. Through the deep integration of online and offline marketing, it can create a multiplier effect, which is the essence of business. Industry analysts point out that compared to baijiu, beer and FMCG products implemented similar direct terminal control models years ago, turning distributors into delivery providers. Yanghe has fired the first shot in the baijiu industry. Through marketing upgrades, Yanghe is steadily advancing in markets, products, and channels. After slow simmering, it will have a major explosion, just like today's white horse stocks.

3. Big Data Era: Making Every Transaction Precisely Interactive Looking outside the industry, marketing upgrades are also a major trend in the big data era. Since last year, PetroChina has also been actively promoting marketing innovation. To build a "people, cars, life ecosystem" brand, PetroChina has introduced various business formats and turned gas stations into bridges between PetroChina and users. At the same time, it uses data from various platforms for precise marketing and to empower enterprise innovation. For example, through payment data, it records consumer information such as transaction time, amount, fuel pump number, and frequency. Through vehicle identification systems, it obtains license plate data and refueling data. Driven by gas station data, PetroChina creates "old customer" user tags and builds audience segments. Based on audience profiles such as "demographics," "refueling frequency," "refueling time," "non-fuel consumption," and "active areas," it formulates marketing plans, adopting different strategies for different needs, and promoting goals such as green travel and fuel saving. Yanghe's SFA system construction is similar to PetroChina's innovation, and Yanghe's controlled terminals are similar to PetroChina's gas stations. Once Yanghe achieves control over terminal outlets, in the future, all data—such as company sales and inventory, investment in distribution networks, especially terminals and consumers, down to the smallest details like door signs for terminals, promotional liquor and extra rewards, and consumer giveaways—will be processed within the system. Based on data, Yanghe can establish an information management system for consumers, distributors, sales personnel, and terminals, helping Yanghe achieve refined management of the marketing process. Despite the significant business impact, in this round of marketing competition, few companies in the liquor industry have entered this track. Yanghe has already been gearing up and taken the lead.

4. Going Against the Trend: Yanghe Takes the Lead Again Yanghe's innovation has never disappointed the industry. Not only product innovation, but marketing innovation has always been Yanghe's forte. For example, the "1+1" model ten years ago was Yanghe's marketing innovation tailored to the times. In this model, branch companies and offices directly handled the market, with distributors playing a supporting role. Through the 1+1 model, Yanghe cultivated many second-tier distributors into first-class distributors, giving the manufacturer increasing market influence, while distributors also developed high dependence on the manufacturer and strong brand loyalty. Later, Yanghe launched the "trunk strategy" in Henan, giving away Yanghe products to core opinion leaders through methods like hometown associations and tasting events. Through strict deposit management in price, region, and channel, the channel and manufacturer formed an interest alliance, jointly maintaining market stability and promoting sustained product sales. During the industry adjustment period, the trunk strategy failed. Facing market shrinkage, inventory pressure, and consumption gaps, Yanghe's major innovation was the "dual-core innovation" marketing strategy. The so-called "dual-core innovation" means shifting from business operations to ecosystem operations, seeking long-term explosive growth. Driven by dual-core innovation, Yanghe achieved substantial breakthroughs in internet construction, community marketing, fashion consumption, channel architecture optimization, and product iteration, enabling the company to quickly adapt to the new consumption environment and achieve a shift in growth drivers. As the old saying goes, "Sharpen your tools before doing your work." Imagine once Yanghe achieves comprehensive control over terminal outlets, even if only counting terminals in the new Jiangsu market, there would be hundreds of thousands, or even millions, of terminals. If these terminals simultaneously promote the company's products, the value for Yanghe would be immeasurable: creating market atmosphere, rapidly increasing product volume, building quality barriers, spreading corporate culture, telling authentic and moving stories, and improving channel efficiency. Not to mention the intelligent management brought by the upgrade and the empowerment from data. In other words, even from a quantitative perspective, it is of great value for Yanghe to build terminal advantages, connect markets into a network, and achieve deep nationalization. From the perspective of building new manufacturer-distributor relationships, it is also significant for establishing closer collaborative relationships and inseparable interest communities under the new economic environment, building a solid and versatile channel, and entering the new race with a new look. In short, good food is never late. It is foreseeable that after this round of marketing transformation, Yanghe, with its accumulated strength, will inevitably lead again. What do you think about Yanghe building a full marketing system? -END-