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Articles by 史贤龙
Browse 16 New Distribution articles by 史贤龙.
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Is the Company Sick, or Has Marketing Failed?
When marketing becomes mediocre, a company's fate is to muddle along or lose control of its own survival. This does not mean immediate death; rather, for companies that have achieved industry scale, mediocrity in marketing first manifests as declining revenue growth or absolute declines, as seen with Starbucks and Wahaha, whose core issue is the mediocrity of their marketing.
史贤龙China's Beverage Consumption Races into the Second Half
In the rapidly approaching second half of beverage consumption, industrial beverages are being overtaken by a growing number of larger Chinese-style beverage chain brands. The threat of substitutes in the beverage industry has never been as huge and real as it is today.
史贤龙Why Is Mainstream Shift Difficult? Master These 5 Rules
Since Liu Chunxiong and I published the viewpoint of mainstream shift in 'Sales and Marketing' in August 2014, the term has been attached to new products by many companies in 2015 and 2016. However, labeling doesn't bring market share; nearly three years later, few new products or brands truly qualify as mainstream shift, and even those that are genuinely 'new' are far from becoming mainstream. So, is mainstream shift an idealized dream? Or where is the path?
史贤龙A Prophecy Seven Years Ago: If Only Wahaha Had Known Then, Why Not Now?
This article, originally published in 2010, argues that Wahaha's core strategic problem is the lack of a signature product comparable to Coca-Cola, which is essential for achieving global brand status. It suggests that despite its success, Wahaha's product portfolio lacks a product with universal appeal, and without solving this, the company may face stagnation.
史贤龙10 Blunders That Cause Sales Decline: How Many Have You Made?
This article emphasizes that despite revolutionary changes in marketing, the fundamental rule remains: sales are fought for. It outlines 10 common blunders that lead to sales decline, categorized into three major types, and provides four suggestions for boosting sales in 2017.
史贤龙Year-End Special: Why Didn't Your Mainstream Shift Product Succeed?
This article offers the latest insights from the past three years on the practice of mainstream shift, concluding that most 'upgraded' products are pseudo-demands, driven by packaging and storytelling rather than real innovation. It outlines five key success factors for mainstream shift, emphasizing substantive product innovation, complete innovation elements, new brands with mainstream values, the rise of mid-range brands, and the ultimate test of sustained consumer purchase.
史贤龙Deep Dive | The Great Test of the Times: Chinese Distributors Face Structural Elimination!
Over the past three decades, Chinese distributors have continuously progressed and evolved, facing many trials and tests. Looking back from 2016, if we view the coming five years from a five-year perspective, we will find that the entire Chinese distributor community and the channel industry are facing a 'great test of the times': change or die.
史贤龙Tactical Proficiency: A Special Marketing Skill
Strategic thinking has different levels: winning without fighting is superior, while forceful attacks are inferior. However, success in war cannot rely solely on strategy without the support of strength; effective strategy requires matching tactical means. The consistency between strategy and tactics is crucial, but the key link is tactical proficiency—a specialized skill developed and trained to ensure strategic goals are achieved.
史贤龙Mainstream Shift: The Leader Is Being Marginalized! The Growth Model Relying on Low Cost, Low Quality, and Low Price Is at a Dead End
China's market is undergoing a product revolution of 'mainstream shift.' This revolution is called the 'new normal' at the macro level, 'leader replacement' at the micro level, and 'mainstream shift' at the meso level. In October 2014, two major news events—the collapse of Taiwan's Ting Hsin Group due to gutter oil and the fall of Pang Donglai's harmonious myth—signaled that the growth model based on low cost, low quality, and low price is over.
史贤龙Seven Weapons for Distributors to Win Over Manufacturers
Almost all distributors complain that business is difficult, attributing it to external factors like competition, yet they fail to see their own problems. This article outlines seven strategic 'weapons' for distributors to replace outdated and unethical tactics, fostering mutually beneficial relationships with manufacturers.
史贤龙How to Execute a Large-Scale Offensive in Regional Markets
Marketing sets the standards for sales in terms of strategic direction and tactical methods, but the planning and execution of sales campaigns still have a decisive impact on achieving strategic goals. It's not just marketing that needs strategic thinking; sales also requires a strategic perspective. The famous Menglianggu Campaign annihilated the Nationalist's top ace division, the 74th Division. The East China Field Army had long wanted to settle scores with the 74th Division, but the campaign was not the result of a strategic plan; rather, it was because the 74th Division carelessly separated from the battle formation, allowing Su Yu to seize the opportunity to encircle and annihilate them. This bold campaign, which Mao Zedong called "unexpected," became the watershed that broke the Nationalist's key offensive in Shandong.
史贤龙The Power System of Execution: Structure, Process, and Mechanism
Execution, fundamentally, is about using people well and doing things well. As a discipline, it requires a scientific operational process built on human nature, with clear goals, evaluation standards, reward and punishment rules, and organizational checks to drive performance. This article defines the structure, process, and mechanism of effective execution, emphasizing the core role of goal achievement, speed and quality, personnel motivation, transparent rules, and the dynamic system of identification, self-discipline, inspection, and rewards.
史贤龙The Seven Weapons for Distributors to Outmaneuver Manufacturers
Distributors often blame external factors for difficult business conditions, but they must abandon outdated and unethical tactics and adopt seven strategic approaches to build profitable and sustainable partnerships with manufacturers.
史贤龙How to Get a Grip on the 'Achilles' Heel' of Secondary Distributors
This article categorizes secondary distributors (二批商) into three types—circulation-based, channel-based, and terminal-based—and provides eight systematic methods for manufacturers and primary distributors to manage them effectively, including planning distribution structures, controlling shipment prices and rhythms, and stabilizing them during competitive threats.
史贤龙Tactical Proficiency: A Special Marketing Skill
Strategic thinking has levels: winning without fighting is superior, while forceful attacks reflect a different mindset. However, success in war requires not just strategy but matching tactical means; strategy without tactical support is wishful thinking. The alignment of strategy and tactics is crucial, but the key link is tactical proficiency—a specialized skill developed and trained to achieve strategic goals, distinct from generic execution.
史贤龙The Model Dividend of Deep Distribution in China Has Reached Its End in 2014
Since 2002, deep distribution has been the mainstream sales model for Chinese consumer goods, especially FMCG. However, by 2013, the demographic dividend that underpinned this model had reversed, leading to diminishing returns and rising costs. This article argues that the model's inherent flaws—large front-end, small platform, and weak system—have ended its dividend, and proposes a shift to a system distribution model characterized by small front-end, large platform, and strong system.
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