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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 11 of 18
Trend: Become a Category Operator, Not a Product Portfolio Distributor!
The transformation of distributors involves not only changes in business models but also in product portfolio strategies. Traditional product portfolios fall into three types: all well-known brands, well-known brands plus second- and third-tier brands, and mainly non-well-known brands. However, these classic approaches are now being challenged by new factors such as the difficulties of major brands, price transparency, bottom-line safety, category integration, and increased product innovation.
刘春雄How Can Personalized Products Quickly Achieve Explosive Growth?
Explosive growth is a matter of density, reaching a critical point where quantitative change leads to qualitative change. Personalized products, though inherently low-density, can achieve marketing density through precise platforms, strong cognitive experiences, and focused regional strategies.
刘春雄The Trade-offs of a Billion-Yuan Product
Whether a product with 1 billion yuan in sales counts as a blockbuster depends on the industry and company stage. For Yili and Mengniu, it's the minimum threshold for new products, while for Uni-President, it's the maximum. This reflects different industry dynamics: dairy is still growing and favors super blockbusters, while food and beverage is more segmented and personalized, making 1 billion yuan a realistic ceiling.
刘春雄Marketing is a 'Pitfall' Profession | What Should Salespeople Do in the Face of Change?
This article discusses the transformation of salespeople into marketing personnel in the context of new marketing. It outlines the shift from traditional channel management to a dual role involving both sales and communication, emphasizing new functions such as regional communication ignition, local IP, B-chain and C-chain construction, and scenario building.
刘春雄When Warehousing, Orders, and Capital Are Stripped Away, What Can Distributors Do in the Future?
Some say distributors will die, but the author argues that while middlemen will always exist, the current form of distributors will perish. After stripping away warehousing, order systems, and capital, the core function left for distributors is channel promotion, which will define their future role.
刘春雄Making Employees 'Forced' to Succeed
A student who joined a renowned company found that its strict management and structured planning made it nearly impossible not to succeed. The article explores how excellent organizations use management, environment, and organizational momentum to compel employee success, contrasting it with individual effort and illustrating with a story about setting goals backwards.
刘春雄A Look at Outstanding Companies That Don't Assess Sales Performance
At a New Marketing course in January, the author noticed that three of the invited companies, and four others he knew, do not assess sales performance. This article explores why these companies, which excel in new marketing, focus on process and intermediate results rather than sales targets, and how this approach leads to success.
刘春雄New Products Die Too Fast Because Distribution Rate Is Too High
A senior executive from an industry giant said that distribution is no longer a problem, but sell-through is. This is not an isolated phenomenon but a common one. The reason is that most companies still follow traditional deep distribution practices: distribution plus sell-through. Since distribution is easy, the real issue lies in product cognition during upgrades, which requires precise distribution, experience, and word-of-mouth.
刘春雄The Bigger the Headquarters, the Bigger the Problems
In the corporate world, a strong headquarters often creates distance from the front lines, leading to bureaucracy, poor execution, and a lack of innovation. This article argues that headquarters must bridge the gap with the market, empower regional teams, and foster a culture of discovering and scaling grassroots innovations.
刘春雄Annual Performance Turnaround? Is Your Performance 'Toxic'?
Some mark the end of the year on December 31, others at the Spring Festival. One is the fiscal year, the other the psychological year. In any case, it's time to take stock. Annual results are out; some met targets, others didn't. Some are happy, some are not. At this point, I'd like to emphasize: how about reviewing your annual performance within a five-year framework? This question aims to determine the value of annual performance. A person's work is valuable not only this year but also in the future...
刘春雄How to Plan the 2019 Opening Layout for FMCG?
At the '2019 Opening Marketing Layout' FMCG New Marketing New Year Course, co-hosted by Teacher Liu's Forum and New Distribution on January 12, 2019, Professor Liu Chunxiong delivered a keynote speech on '2019 Opening Layout.' He argued that 2019 marks the first year of the second half of the internet, where new marketing and new retail tactical systems have matured, urging companies to adopt new strategies or risk being left behind.
刘春雄There Is Always a Transformation Model for You to Benchmark
2018 was a year of anxiety for traditional enterprises, but 2019 will be a year of divergence as transformation models mature. Enterprises now have three choices: continue waiting, explore in anxiety, or benchmark against successful models. The article outlines new retail and new marketing models for various business types and announces a forum to help enterprises find their benchmarks.
刘春雄High Cost, Low Efficiency? New Approach for 2019: Build a Local Traffic Pool!
As platform traffic dries up, the local traffic pool—rooted in offline strong ties and amplified through the three-dimensional space of offline, community, and online—becomes a goldmine. This article explains how new retail and new marketing leverage local traffic pools through community commerce, IP strategies, and O2O delivery, benefiting stores, distributors, and brands.
刘春雄In the Era of Niche and Segmented Markets, Companies Cannot Wait: Trial and Error First, Then Trial and Success!
In the era of small trends, non-consensus, and segmented markets, the pace of change is too fast for traditional players to keep up. Companies must embrace trial and error, act quickly on small trends, and accept that consensus is no longer the basis for decision-making.
刘春雄The Essence of Deep Distribution is Building Good Customer Relations, Leveraging Store Owners' Community Ties for Transactions!
Retail is naturally community marketing, as stores rely on stable customers within their trade area. Deep distribution leverages store owners' community relationships to transmit brand information, while new retail and new marketing use digital tools to enhance these community interactions.
刘春雄Farewell to B-end Deep Distribution, Welcome C-end Deep Distribution
Two years ago, I discussed with friends the question of 'where is deep distribution heading.' The routine tasks of deep distribution, such as distribution, visits, shelf management, and promotions, have been stuck for years: not doing them is not an option, but doing them brings no growth. At that time, I concluded that deep distribution would evolve towards precision and efficiency. However, I have now changed my view. If the deep distribution proposed around 2003 is called 'B-end deep distribution,' the current deep distribution should be called 'C-end deep distribution.' B-end deep distribution goes as deep as the terminal; C-end deep distribution goes deeper to the consumer.
刘春雄The Evolution of Deep Distribution in China's FMCG Industry | In-depth
Deep distribution, initially a low-barrier and universal marketing system, evolved through seven stages since 2003, from customer relations and display to channel digitalization (B2B), with each iteration raising the bar in cognition and management.
刘春雄Deep Distribution: Why It Became the Best Chinese Marketing Practice of the Past Fifteen Years
Deep distribution, as the best Chinese marketing practice in the FMCG industry over the past fifteen years, is a fact. Its essence, according to Shi Wei, is 'staying close to customers,' which in practice meant 'staying close to terminals' because terminals are close to customers. This article explains the logic behind this phenomenon, emphasizing the 'trinity' of cognition, transaction, and relationship at the terminal level, and why it has been so effective in China.
刘春雄Don't Underestimate Community E-commerce: Big Internet Platforms Often Start with 'Underestimation'
Community e-commerce, a form of R2C (Retailer to Consumer), is emerging as a major opportunity, despite initial skepticism due to its low-end and chaotic nature. It leverages strong social ties and high stickiness, and platforms that organize scattered small stores can become giants, especially those with supply chain advantages.
刘春雄If Maintaining Volume Is Hard, How Can We Talk About Sustained Sales Growth!
Sales issues are now a collective puzzle and a collective helplessness for most companies, as the FMCG industry has long entered a period of sales capping, with some firms even accustomed to no-increment marketing. However, excellent companies and marketers always find ways, and every time there is collective confusion, some company or individual stands out.
刘春雄How to Do Marketing with a Limited Budget? Concentrate Forces to Fight Annihilation Battles!
This article discusses strategies for marketing with limited budgets, emphasizing the importance of focusing resources to reach a critical point for market breakthrough, and using a 'rolling' strategy to expand from local successes.
刘春雄Liu Chunxiong: Embrace New Retail with a "Gun"
Professor Liu Chunxiong shares his insights on how brand owners can survive and thrive in the new retail environment by adopting new marketing strategies. He outlines the logic of new retail, compares it with new marketing, and provides a framework for brand owners to build their own private traffic and compete with new retail platforms.
刘春雄Changsha: The Epicenter of Community Group-Buying E-Commerce, and a Look at 'Kaola Select' from Within the Storm
At the 2018 Autumn Sugar & Wine Fair held in Changsha, the epicenter of this year's community group-buying e-commerce storm, we had the opportunity to examine this new retail format. The author focuses on community group-buying because its logic holds, implying that new retail can activate the most primitive and fragmented traditional retail format—street-corner stores—which is the largest and hardest to integrate segment of retail.
刘春雄Manufacturers vs. Distributors: What Has Changed in the Internet Era?
The relationship between manufacturers and distributors in China is complex, shaped by factors such as scale asymmetry, goal misalignment, functional overlap, and business models. The internet is now simplifying these relationships, binding them through technology, creating shared interests via C-end systems, and making benefit distribution more transparent.
刘春雄