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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 13 of 18
If You Ruin the Price, You're Not Far from Death!
The soul of marketing is how to sell the price. Kotler said marketing is not selling products, but selling prices. Jin Huanmin put it more bluntly: sales sell products through price, while marketing sells price through products. Price tactics are efficient but addictive and can lead to a price collapse, which is more dangerous than a sales collapse. The article argues that price should be set firmly and value should be created to justify a premium, as value is a lasting means while price is not.
刘春雄New Product Strategy: Lower Prices to Boost Sales, Use Scale to Cut Costs!
Years ago, while serving a company, we identified a new category as a future trend but with slow growth. We advocated for a separate department to operate independently; the next year, sales quadrupled, and we then proposed merging departments. Some questioned our logic, but we explained that separation aims for growth, while merging aims for profitability, each with its own stage-specific goals. This logic involves breaking a complex task into stages, using future cost pricing to lower prices for rapid volume, then leveraging scale to reduce costs, cycling to increase sales and decrease costs.
刘春雄The Traditional Distribution Model of 'Distribution + Promotion' Is Failing, and the New Product Promotion Model Has Changed
After 2013, the product logic changed, including both new product development and promotion logic. Why 2013? Because that year, industry sales peaked, shifting from quantity growth to quality growth, and China truly entered a middle-class society. In a middle-class society, consumer psychology changed, with one key change being that all products are first psychological products. When products have similar functions, demand shifts to psychological satisfaction. Mass psychological products generally follow fashion trends: starting from a niche, igniting through communication, and spreading to the masses.
刘春雄Marketing Work at the Start of the Year: Spring Determines the Whole Year
A year's plan starts with spring. The spring season determines the whole year, referring to strategic layout. At the start of the year, attention is usually paid to goals and their breakdown. However, the author emphasizes the logic and rhythm between layout and work. The annual goals are the natural result of several key factors: growth points, breakthrough points (critical points), rhythm, effective work, and intermediate results.
刘春雄Questioning Annual Performance
This article urges readers to evaluate annual performance within a five-year framework, questioning whether growth is sustainable and contributes to market position, marketing models, and long-term survival. It emphasizes that performance should change destiny, not merely delay death.
刘春雄Small Companies Make Great Products but Get Beat to Market by Big Companies—Missing Out on Success?
The article argues that small companies often create truly differentiated products, but large companies succeed by imitating them and leveraging superior marketing. It advises small firms to pursue meaningful differentiation—finding unmet needs with sufficient scale—rather than pseudo-differentiation or niche traps.
刘春雄2013: The Year Marketing Took a Turn
Traditional marketing ended in 2013, as China's FMCG sales peaked and began to decline, while the service sector's GDP share surpassed manufacturing, signaling the rise of the middle class. This shift marked a transition from volume-based growth to value-based growth, and the advent of the internet era created a 'no-man's land' for marketing innovation.
刘春雄The Logic of 2C Is the Pitfall of 2B
The logic of 2C is traffic, while the logic of 2B is density. Many 2B companies are influenced by 2C thinking, focusing on traffic at all costs, but without density, delivery costs remain high and problems grow. The key for 2B is to achieve density in local markets to lower delivery costs below traditional channels.
刘春雄The Dealer's Survival Manual
This article outlines key laws for dealer growth, transformation, manufacturer-dealer relations, family business management, and fate, emphasizing the need to avoid the founder's trap, transition from a businessperson to an entrepreneur, and adapt to market changes to survive.
刘春雄Online is Image, Offline is Sales
In the traditional marketing era, online and offline were clearly separated: online was for brand building, offline for sales. Later, Lei Jun claimed that offline could be abandoned, but when traffic disappeared, he admitted his biggest mistake was neglecting offline. The article argues that attention is the scarcest resource, and that both online and offline should be integrated, with the concept of "4P are all communication".
刘春雄Image Displays Without Sell-Through Are Actually 'Embarrassing'
Image displays without sell-through are actually 'embarrassing.' Some distributors habitually set up image displays in supermarkets for new products, but these displays often fail to generate sell-through and incur high costs, potentially harming the brand image. The article argues that the traditional push-based sell-through model is failing, and a new pull-based model driven by consumer engagement, KOLs, and fan communication is emerging.
刘春雄Looking at Manufacturers from a Distributor's Perspective
A distributor friend recently visited and shared his views on manufacturers, which I found insightful. He categorized manufacturers into several types, including those with strong brands but heavy inventory pressure, those with capped sales, and those with balanced growth. He also discussed how distributors should reassess their manufacturer portfolios in light of changing market conditions.
刘春雄Can B2B Eliminate Distributors? Manufacturers Say No, and B2B Doesn't Have the Final Say
A new product launch, planned for a 3-year promotion before scaling up—would a B2B platform be willing to take it on, cooperate, and sustain losses during that period? With the upward shift of mainstream price points, more products like 'Tang Daren' will emerge, which I call 'strategic products.' These require a long cultivation period, and long-term investment is essential. Strategic product cultivation cannot rely solely on brand owners or brand driving; it requires channel participation and channel driving. If B2B platforms won't do this, brand owners will find others to do it.
刘春雄Liu Chunxiong: The Key to Peaceful Coexistence Between Brand Owners and B2B is Finding the Distributor's Position
At the 3rd FMCG + Internet Conference, marketing expert Liu Chunxiong shared his views on B2B, arguing that B2B platforms should not try to replace all channel functions but instead focus on one dimension and cooperate with brand owners and distributors. He emphasized that normalized orders, not subsidies, drive B2B success, and that the key to long-term harmony is repositioning distributors as strategic promoters.
刘春雄Must-Read: Salesperson Survival Manual
For an ordinary salesperson, doing the job well is enough; for one seeking rapid advancement, the ability to handle paperwork is indispensable. This article provides practical guidance on writing policy applications, sales plans, summaries, research reports, and sales diaries that win approval and recognition.
刘春雄Mozzila's Innovation, Ambrosial's Harvest: Where Did Bright Fail?
Three years ago, the author often cited Mozzila as a benchmark for mainstream gear shifting. Now, Ambrosial has far surpassed Mozzila in sales, with last year's sales exceeding 10 billion and this year's projected to exceed 15 billion. The author argues that while product and brand are similar, the key differentiators are channel and team management, and that management rigor is crucial for success.
刘春雄Good Times Are Here, but B2B Is Not Ready
In the second half of 2017, the B2B sector suddenly turned around. Previously, B2B platforms struggled to promote themselves, but now both brand owners and retailers are embracing B2B. However, it has become clear that B2B is not ready. According to Zhao Bo's New Distribution research, over 70% of terminals in provincial capitals have downloaded B2B apps, indicating a tipping point has been reached.
刘春雄The Future of Major Distributors: From Product Mix to Category Mix
The transformation of distributors involves not only changes in business models but also in product mix strategies. Traditional product mixes, such as relying solely on well-known brands or combining them with lesser-known ones, are being challenged by new factors like the struggles of major brands, price transparency, and consumer acceptance of non-branded products. The new direction is a platform-based approach combining agency brands, private labels, and category integration, with a focus on core functions like product integration and promotion.
刘春雄Even If Products Have Their Own Traffic, the Channel Battlefield Cannot Be Missed
The article argues that despite the rise of internet marketing, traditional channel distribution remains crucial. Even products with strong online presence, like Jiangxiaobai, rely heavily on offline channels. The author advocates for a balanced 4P approach where channels also serve as communication platforms, emphasizing that while online traffic can be fleeting, channels provide stable and controllable communication.
刘春雄China's Strong Enterprises: Not Great Brands, but Great Channel Management!
There are two extreme forms of marketing management: one is extremely loose, treating salespeople as customers; the other is extremely strict, treating customers as employees. Most companies fall in between. China's strong enterprises are not those with great brands, but those with great channel management, where channel management is an extension of internal management.
刘春雄The Biggest Lie in Marketing: Once the Brand Is Established, Products Sell Themselves
The article debunks the common belief that building a brand automatically leads to product sales, arguing that this is a misconception often used as an excuse. It emphasizes that sales success comes from a combination of factors, not just brand recognition, and that brands are built through sales, not the other way around.
刘春雄Where Is the Way Out for Manufacturers Facing B2B Platforms?
Retail has formed a four-sector landscape: KA, platform-based B2C, horizontally integrated retail, and small stores. Manufacturers are losing bargaining power to each sector due to traffic distribution rights, and B2B platforms pose a similar threat. However, unlike B2C, B2B platforms should have open traffic systems, allowing manufacturers to retain control over promotion (traffic) systems while outsourcing order and delivery systems.
刘春雄Will Distributors Disappear? A Lie!
The claim that distributors will disappear has resurfaced, but it has been proven wrong for over a century. B2B platforms will only replace non-core functions of distributors, not their essential role in promotion and market development.
刘春雄Have Alibaba and JD's Branded Store Models Found Their Way?
The article questions whether the B2B models of Alibaba and JD, which involve rebranding small stores, have truly succeeded. It argues that constant model changes indicate failure, and suggests that the future lies in platform-based distribution, order, and promotion systems, with channel promotion remaining the core function of distributors.
刘春雄