---
title: "Zhang Rui of Fenxiang Xiaoke: In the New Era of FMCG Digitalization, 'Data Intelligence' Leads New Growth"
description: "On April 6, at the main forum of the 2023 (8th) China FMCG Innovation Conference, Zhang Rui, Vice President of Operations and General Manager of the FMCG Industry Department at Fenxiang Xiaoke, delivered a speech titled 'In the New Era of FMCG Digitalization, Data Intelligence Leads New Growth.' With over 20 years of experience in marketing, sales, and business development, he has rich digitalization experience in food, alcoholic beverages, and drinks. He is committed to promoting digital transformation and innovation in the FMCG industry, providing customers with deep industry-specific digital solutions to help them achieve digital transformation and enhance brand and business benefits."
author: "张睿"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2023-04-13"
language: "en"
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# Zhang Rui of Fenxiang Xiaoke: In the New Era of FMCG Digitalization, 'Data Intelligence' Leads New Growth

> On April 6, at the main forum of the 2023 (8th) China FMCG Innovation Conference, Zhang Rui, Vice President of Operations and General Manager of the FMCG Industry Department at Fenxiang Xiaoke, delivered a speech titled 'In the New Era of FMCG Digitalization, Data Intelligence Leads New Growth.' With over 20 years of experience in marketing, sales, and business development, he has rich digitalization experience in food, alcoholic beverages, and drinks. He is committed to promoting digital transformation and innovation in the FMCG industry, providing customers with deep industry-specific digital solutions to help them achieve digital transformation and enhance brand and business benefits.

On April 6, at the main forum of the 2023 (8th) China FMCG Innovation Conference, Zhang Rui, Vice President of Operations and General Manager of the FMCG Industry Department at Fenxiang Xiaoke, attended as a guest and delivered a speech titled 'In the New Era of FMCG Digitalization, Data Intelligence Leads New Growth.'

He has over 20 years of experience in marketing, sales, and business development. He has rich digitalization experience in the food, alcoholic beverages, and drinks sectors. He is committed to promoting digital transformation and innovation in the FMCG industry, providing customers with deep industry-specific digital solutions to help them achieve digital transformation and enhance brand and business benefits.

The following is the content of Zhang Rui's speech (partially abridged):

**The Beauty of Data Intelligence Leads New Growth**

As Vice President of the Consumer Goods Center at Fenxiang Xiaoke, I have been responsible for managing the Consumer Goods Industry Business Unit for the past five years. During this time, I have been closely observing the FMCG industry, engaging in observation, learning, practice, and innovation. In our business practice across the entire FMCG industry, we adhere to several principles.

**First, to do well in this industry, you must love it.** Even though I am not a seasoned practitioner in this industry, as a provider of digital product solutions, I must love this industry. Only then can we deeply understand it and discover knowledge and experience beneficial to us.

In our business practice, **our second principle is to respect this industry.** We are not the creators of business; most of you here explore, innovate, trial, and correct through deep practice. Therefore, we must respect this industry and learn from our predecessors the experience and knowledge that can help others. This is our perspective.

On this basis, I believe Fenxiang is a SaaS service provider that is good at learning and innovating on the basis of continuous learning. So, over the past years, what has been Fenxiang's perspective on the FMCG field? In the FMCG field, we first observe, learn, and accumulate organizational characteristics, operational methods, channel structures, and key contradictions. Then, through continuous technological innovation and business accumulation, we have achieved the results of the past 3-5 years.

You can briefly understand our services: we are a digital marketing service provider for the consumer goods industry. First, the premise is to understand the industry. How is this reflected in our perspective? At the product level, through past accumulation, we have packaged highly agile, out-of-the-box applications that match industry business scenarios, hoping to help brand enterprises and distributors deploy business quickly. We call this the SaaS layer, simply summarized as 'visit, sell, promote, and store'—a front-end application for the FMCG industry.

However, business always develops through change, and the structure of each cycle's channels may undergo subtle changes. Due to changes in interest balance and internal organizational changes with business development, can out-of-the-box applications solve all problems? Obviously not. Therefore, we have spent a lot of time on the aPaaS layer to build the scenario-matching capabilities needed for front-end business. The aPaaS capability is built on the accumulation of different business practices in the industry. We always hope to exhaust all management methods and business strategies, but every company is constantly developing, and business is constantly changing, so we can never exhaust them all. Therefore, we need to continuously optimize and improve.

The third layer is the PaaS layer. This year, Fenxiang Xiaoke has a core strategy: **to accelerate the opening of our technology base to customers and partners, hoping that with this technology base, brands and ISVs can build their own capabilities on this platform.** This construction is agile, efficient, and low-cost. This is what we have achieved in the FMCG industry over the past five years, but it is not the focus of my talk today.

With tools and platforms, we always encounter various problems. For example, IT tools must prioritize responding to business actions, so it is called the thinking of business actions. We need to meet the business execution requirements of the front-end or related organizations and personnel; this is the first perspective, 'business actions.' After satisfying business actions, we then focus on the business process, that is, whether the execution process is correct, effective, and efficient.

**Data = Value?**

When the above two steps are completed, we usually have a management decision-making mindset, but here we encounter a problem, which is the sentence you see now: after data is collected, has it delivered the value we expected? This is the topic I want to share with you today.

Under this topic, we can briefly look at a logical demonstration. When many managers think about how to apply tools and how to generate value, the essence behind it is no longer a simple issue of tools. We often encounter situations such as tools not being user-friendly, affecting front-end operations, or data not being collected. Is it really caused by the simple dimension of tools not being user-friendly? At the second step, after data collection, how should we evaluate quality? Is it timely and authentic? These are also issues. Along with these problems, we want to express that from the construction of tool value application to truly establishing marketing digitalization capabilities, this path is what we hope to combine with our time to bring more value transformation to the enterprises we serve.

To establish digital marketing capabilities, we need to focus on six elements and eight dimensions. From the perspective of organizational positioning, we need to restore the business structure facing traditional channels, define key nodes, and form an evaluable indicator system. Through processes, we ensure the authenticity and completeness of indicator acquisition, thereby forming valuable data across eight dimensions, such as logical relationships, product execution control, and channel execution control. From tool construction to digital value diagnosis to marketing digitalization capability building, through this path, we help brand enterprises achieve true marketing digitalization.

Therefore, in marketing digitalization construction, we must discuss data itself or indicators themselves. The first specific business perspective is the unified perspective and the global perspective. First, from the execution perspective, we hope it is friendly and complete. Then, under the unified perspective, we focus more on the process architecture that constitutes each business link, using process architecture to meet the support demands of front-end operations, thereby obtaining more authentic data and indicators. As these indicators are updated and iterated, when the relationship between indicators and results becomes stronger, it means that the effectiveness of management implementation has been achieved.

So, under the big topic of 'using data intelligently,' whether it is for the marketing team's transactions themselves or the distributor channels, we think more from the underlying logic. For example, for the team, we drive true effectiveness through performance improvement and the implementation of process performance. For the entire transaction, under different order types, what do we prioritize? It is the SOP, the complete process that can match the current business, to support the execution of orders.

Let me briefly share a representative example. All enterprises seem to lack neither systems, IT investment, nor data, but usually the systems follow the business. Once the business changes and scales, it may lead to system adjustments, constant back-and-forth construction, and in the end, our problems are never solved. I would like to give you a suggestion: when **implementing a support system or digital platform, we must first think clearly about what our goals are, and import from goals to indicators**, that is, data. Data represents management strategy, and indicators can be broken down into each necessary process to achieve true management implementation.

Under such a big logic, we are actually applying some of our thinking and accumulation to the customer level. You can see a real case now: from the construction of a personnel incentive system, restoring multiple types of transactions, fully realizing the online order process, matching processes with actual flow, to precise settlement systems, control systems, and distributor driving, helping this enterprise achieve growth in every cycle over the past two years.

Finally, let me briefly summarize: **Understanding the future, creating practice, identifying gaps, and new methods constitute Fenxiang Xiaoke's leading thought for the FMCG field.** I also hope that in the coming period, I can learn more from all of you and ultimately serve every enterprise in need. Thank you all!


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