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Articles by 曹扬
Browse 12 New Distribution articles by 曹扬.
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Coca-Cola Classic Case: Using Scenario Marketing to Achieve Incremental Growth
This article uses Coca-Cola's OBPPC framework to explain how scenario marketing can generate incremental growth. It details a classic 2005 case in Shenzhen where Coca-Cola focused on the 'drinking at home' scenario, leading to a 10% increase in POS sales, and outlines the methodology's systematic approach involving multiple departments.
曹扬Selection and Tiered Management of Key Accounts (KA)
This article discusses the selection and tiered management of key accounts (KA) in the FMCG industry, emphasizing the importance of channel definition and resource allocation. It provides a practical guide through a case study, covering criteria for selecting KA clients and methods for classifying them by geography and cooperation level.
曹扬FMCG Enterprise KA Model Selection: Direct Supply or Indirect Supply?
As offline foot traffic declines, it's crucial for FMCG companies to maintain their offline channels through professional management. This article discusses the differences between direct and indirect supply models for key accounts, arguing that direct supply is the trend due to digital transformation, but a hybrid model will be common.
曹扬Key Factors Influencing Consumers' In-Store Purchases
As offline foot traffic continues to decline, it is crucial for companies to maintain their offline channels through meticulous management. This article, part of the Key Account (KA) Management series by New Distribution and former Coca-Cola China executive Cao Yang, explains how consumer behavior drives the practices of both retailers and manufacturers, and how understanding these factors can help attract consumers and drive sales.
曹扬Key Account (KA) Management System: A Comprehensive Guide
This article introduces the Key Account (KA) management system, covering its five modules and five key performance indicators (KPIs), and explains how it helps companies achieve profitable growth and improve management efficiency.
曹扬Understanding Their Needs and KPIs Better Than KA
As offline foot traffic declines, it's crucial to maintain and optimize offline channels through professional management. This article, part of a series by New Distribution with former Coca-Cola China executive Cao Yang, emphasizes that understanding customer KPIs is essential for effective KA management, moving beyond mere relationship-building to achieve mutual business goals.
曹扬The Changing and Unchanging Impact of Internet E-commerce on Offline KA
KA is not just hypermarkets; it is a collection of the most important customers across various channels. Consumer behavior has given rise to different channel types, and key accounts are the most important customers selected from each channel, including hypermarkets, supermarkets, convenience stores, etc. Only by fully understanding the differences and connections between KA and hypermarkets can we further discuss how to respond to the impact of the Internet on KA. Sometimes it's easy to blame the Internet for declining hypermarket sales. If we ask corporate managers about the problems in cooperating with hypermarkets, the answers are roughly as follows.
曹扬Is KA Just a Hypermarket?
The decline in offline foot traffic is an indisputable fact, but it doesn't mean offline channels are no longer important. Compared to embracing new retail formats, it's more critical to hold the baseline of offline channels through meticulous management and professional practices. To this end, New Distribution, in collaboration with Mr. Cao Yang, former General Manager of Coca-Cola China's Key Account Management Group, launches the "Key Account (KA) Management Practice" series, aiming to provide frontline channel managers with a complete methodology for managing offline key accounts in a turbulent market. This is the first installment, focusing on cognition.
曹扬Learning Management from the General Manager: How to Enjoy Making Budgets with Your Team?
Budget season is here, and many find it daunting. The general manager shares his approach to making budgets enjoyable and effective by deeply involving the team, encouraging honest communication, and rewarding overachievement, turning a stressful task into a collaborative success.
曹扬Leveraging Modern Trade as a Lever to Build Regional Managers' Cognitive System for Digital Sales
This article discusses how regional managers can build a cognitive system for digital sales. It starts with the sources of sales volume, which are driven by active outlets and volume per outlet, and emphasizes that modern trade, with its high level of digitization, can serve as a model for developing digital sales capabilities that can be applied to other channels.
曹扬Enterprise Digital Transformation Starts with Digital Sales, and Digital Sales Starts with Regional Managers!
In the current era, digital transformation is a journey without a final destination, but a key milestone is the smooth implementation of digital systems in the sales department. For FMCG companies, regional managers are pivotal in this process, and this article discusses the significance of digital sales and the challenges regional managers face.
曹扬To Achieve Your Performance Goals, You Need to Learn to Leverage Momentum!
Jack Trout, author of 'Horse Sense', says that working harder, believing in yourself more firmly, and thinking more positively alone cannot help you climb the ladder of success. In fact, success is not something you can spontaneously generate; the key to success is what you can obtain from others. Applied to regional managers, this means that to achieve annual goals, they cannot rely solely on hard work, confidence, and positive thinking; the key is to learn to leverage momentum and what they can obtain from their bosses and various support departments.
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