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Articles by 刘春雄
Browse 419 New Distribution articles by 刘春雄.
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419 articles · Page 10 of 18
Uni-President Doesn't Assess Sales, Yet Sales Still Grow
I've been struggling to find a word to describe Uni-President's marketing state in recent years, and a few days ago I suddenly thought of one: Buddhist-style Uni-President. Look, Uni-President's chairman says to 'be yourself.' Look, Uni-President doesn't assess sales, yet sales still grow. Look, Uni-President, once seen as one of the instant noodle giants, now says it wants to make 'life noodles' and lets instant noodles 'go as they may.' Look, Uni-President has had no major marketing moves in recent years, but the industry pays more attention to it. Look, Uni-President's Assam tea, seemingly without any big moves, has become its top product with about 70% market share.
刘春雄How Much Longer Can Traditional Marketers Hold Their Ground?
This article discusses the decline of traditional marketers in the face of the internet and changing times. The author, a former traditional marketer, argues that their methods are becoming obsolete, and the transition to digital is difficult, especially for older generations. The future belongs to those who can bridge both traditional and internet marketing.
刘春雄Why Do Chinese Marketers Have a Special Affinity for the 4Ps?
This article clarifies common misconceptions about the 4Ps marketing mix, emphasizing that it was not proposed by Philip Kotler but by E. Jerome McCarthy, and that it is just one part of Kotler's broader marketing framework. It argues that the 4Ps are a universal analytical framework, a practical work tool, and an organizational system, and it introduces a new marketing framework of scene, IP, community, and communication.
刘春雄“Not Famous Brands Also Sell Well” No Longer Works: Channel Driving Force Is Rapidly Disappearing
The disappearance of channel driving force does not mean channels will vanish; channels as transaction pathways will always exist. This is a major trend, already near completion in central cities, while in township markets it still has some effect but is severely declining. Western marketing has long entered 1P marketing where product (brand) is the sole driver, whereas Chinese marketing is dual-driven by brand and channel.
刘春雄IP Is a Craft, Not Something Money Can Buy
IP is a brand in the social context, but it differs greatly from a brand. While brand building often requires a budget, IP cannot be bought with money because it is a craft. Even the most powerful organizations cannot compete with individual influencers, as IP ignition relies on personality and creativity, not resources.
刘春雄The Traditional Distribution Model of "Distribution + Promotion" Is Failing, and the New Product Promotion Model Has Changed
After 2013, the logic of product development and promotion changed as China entered a middle-class society with stagnant sales volumes. Products became psychological first, and the traditional mass distribution and promotion model no longer works; instead, strategic promotion targeting niche markets and leveraging viral spread is now essential.
刘春雄Do FMCG Companies Need a Middle Platform?
Currently, it is mainly the large internet platforms that discuss middle platforms; without them, they would fail. Whether to adopt a middle platform depends not only on its effectiveness but also on whether the company has the need, or admits it has a problem. FMCG companies' existing systems do not require a middle platform, but if they transform to new marketing, especially B2B digitalization and B2C community-based approaches, a middle platform becomes necessary. The middle platform for FMCG marketing should combine business and data middle platforms, and it requires organizational changes to support front-line independent business units.
刘春雄What is New Marketing?
Traditional marketing is the marketing system of industrial society, while new marketing is the marketing system of information society (sometimes called the Internet era). As we transition from industrial to information society, the differences between the two will become as stark as those between agricultural and industrial commercial systems.
刘春雄The Salesperson's Survival Manual
This article provides practical guidance for salespeople on writing policy application reports, sales plans, summaries, research reports, and marketing diaries to gain leadership approval and advance their careers.
刘春雄B2B is Not About Eliminating Distributors, But Empowering Them!
This article discusses the various models of B2B in the Chinese FMCG industry, emphasizing that B2B should empower channel partners rather than replace them. It analyzes the differences between Chinese and American marketing channels, and explores the logic and future of brand, third-party, retailer, and distributor B2B models.
刘春雄The Core Secret of Marketing: Build Recognition Backwards, Sell Forwards!
Cheapness is not the start of an easy marketing path but the beginning of a marketing nightmare. The real marketing logic is to build recognition backwards: let consumers first recognize the product, then the channel will be forced to accept it, and sales will follow.
刘春雄Still Emphasizing the Eight-Step Terminal Visit? No, Sales Still Won't Increase!
In 2016, I discussed with beer deep distribution master Fang Gang the question of 'where deep distribution is heading.' The routine work of deep distribution, such as distribution, visits, inventory management, and promotion, has been done for many years and has reached a dilemma: not doing it is not an option, but doing it brings no incremental growth. At that time, Fang Gang and I concluded that deep distribution would develop towards precision and efficiency. However, now I have changed my view. Shi Wei, one of the advocates of deep distribution, wrote a book called 'Deep Distribution.' At the beginning of the year, I heard that Shi Wei was about to publish...
刘春雄Distributors: Only by Focusing on Core Functions Can They Find a Way Out!
Distributors will not disappear as a group, but those in redundant roles will be optimized. The future distributor will shed non-core functions like warehousing and distribution, focusing on the core function of promotion, which is the true value delivery.
刘春雄Unreasonable KPIs Are the Real Sin!
This article discusses the unique challenges of applying KPIs in marketing, emphasizing the importance of KPI reducibility, minimum operation cycles, minimum operation units, and momentum. It argues that unreasonable KPIs, not the concept itself, are often the root cause of failure.
刘春雄Sales Representatives: Doing Work with 'Incremental Value'
Diligence is not efficiency; only effective work that drives sales growth is high efficiency. Work that contributes to sales growth must be identified and prioritized, as many traditional tasks now only maintain existing volume rather than create new growth.
刘春雄The Awkward Marketing Department
For companies transitioning to new marketing, the marketing (brand) department is now in an awkward position, facing questions of both 'what to do' and 'how to do it'. Traditional sales departments are increasingly taking over the marketing department's role, while the marketing department's traditional functions are diminishing in the new marketing system.
刘春雄Marketing Isn't Getting Harder—It's Getting More Complex!
At the launch of 'Marketing Encounter,' I recalled teacher Shi Wei saying that in the internet age, marketing has more variables. While some articles attribute complexity to scattered users, expensive traffic, and harder innovation, Shi Wei refers to the fundamental variables of marketing—cognition, transaction, and relationship—which have expanded from a single geographic dimension to multiple dimensions in the information society, exponentially increasing complexity.
刘春雄New Beer, New Marketing: Individuality and Density
Jiang Xiaobai has become the target of criticism in the baijiu industry in recent years; it is the rebel of baijiu, and it is the niche. We will find that baijiu has two extreme trends: the big industry gets bigger, and the small industry gets smaller, even dying out. The same applies to beer: originally almost every county had a brewery, but they were eliminated by the big factories, leaving only three domestic giants (Tsingtao, Snow, Yanjing) plus a few others.
刘春雄Is It Employees Sharing the Boss's Money, or the Boss Sharing the Employees' Money?
If the money is earned by the boss, then employees are sharing the boss's money. If the money is earned by employees, then the boss is sharing the employees' money. So, who actually earns the company's money?
刘春雄Without Increment, Cannot Hold Onto Stock
China's reform and opening-up succeeded due to a key technique: shelving stock and reforming increment. This led to incremental reform inevitably driving stock reform. In Chinese marketing, stock has been capped since 2013, and with the rise of e-commerce, stock is no longer secure. Without increment, stock cannot be maintained. The article discusses the three battlefields of new marketing, new retail, and new distribution, emphasizing the shift from 2B to 2C to create increment and influence stock.
刘春雄What to Learn from Li Du?
Li Du's recent reception work has been heavy. Besides the routine daily experience of hundreds of users, it also receives a large number of learning and visiting groups from the same industry and other industries. On the 23rd and 24th, seven major communities organized a 100-person Li Du study tour, covering communities such as New Marketing (Liu Chunxiong New Marketing), New Retail (Bao Yuezhong New Retail), New Distribution (Zhao Bo New Distribution), New Beer (Fang Gang Teacher New Beer), China Wine Industry Forum (Zhao Yu Teacher), Fan Research Institute (Ding Ding Teacher), and Xuzhou New Youth Planning Club (Chen Fenghua Teacher).
刘春雄The Product Remains the Same, but the Channel Is No Longer What It Used to Be
The current marketing landscape for traditional FMCG companies can be summarized in three sentences: First, the product is what most needs to change, but it remains unchanged; second, the channel is what least needs to change, but it has quietly changed; third, the internet's greatest impact on traditional business is in communication, yet traditional companies are clearly at a loss. Today, I focus on the quiet changes in the channel. Why is the channel the least likely to need change? Because since the era of deep distribution, the channel has contributed greatly to growth. However, the channel is quietly changing, with the most significant changes being the resurgence of provincial distributors and second-tier wholesalers, and the impact of internet tools on channel efficiency.
刘春雄Which Marketing Terms Will Disappear from China's Marketing Dictionary?
Chinese marketing has enriched global marketing with unique terms not found in Western textbooks, such as interactive marketing, opportunity, sales volume, channel, promotion, shopping guide, planning, selling, and product. As Chinese marketing matures, some terms like deep distribution, distribution, terminal interception, terminal promotion, shelf management, and warehouse occupying are gradually fading away.
刘春雄Pushing More Inventory Would Be a Sin!
The deep distribution work that has long supported sales growth has, in the past two years, seemingly been reduced to just one task: pushing inventory. Whether it's the manufacturer's sales reps or the distributor's sales reps, their basic work revolves around pushing inventory. Push, push, and push again—the channel is on the verge of collapse, yet they keep pushing. If pushing inventory made some sense over a decade ago, now I must loudly declare: pushing inventory is a sin. The big companies that once thought their brand strength gave them the right to push inventory now have the biggest problems, because big brands push the hardest. Pushing inventory has three major sins: it erodes manufacturer and distributor profits; it deforms the channel; and it deforms sales work. If we don't break free from pushing inventory, manufacturers will eventually be crushed by it.
刘春雄