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Articles by 刘春雄
Browse 419 New Distribution articles by 刘春雄.
Published articles
419 articles · Page 14 of 18
If There's No Controversy, How Can It Be a Good Product?
The logic of what makes a good product is changing: products that spark controversy, with fans and detractors, are increasingly the ones that succeed. The article argues that in an era of niche demands and internet-driven distribution, products with strong opinions and individuality are more likely to be consumers' first choice.
刘春雄Tang Daren: Why Could It Afford to Lie in Wait for Six Years?
Tang Daren suddenly became popular! The product first gained widespread attention in 2015 when it exploded with a surge in sales; the second time was in August 2017 when Uni-President's Lo Chih-hsien announced a gradual exit from the instant noodle market but a focus on Tang Daren. In fact, Tang Daren has always been around, but most of us just didn't notice it before. It was launched around 2009 when Uni-President was promoting its Laotan Sauerkraut flavor, and it lay in wait for six years before its first big success.
刘春雄The Core Secret of Marketing: Build Recognition Backwards, Sell Forwards!
Cheapness is not the start of a smooth marketing path but the beginning of a marketing nightmare. The real marketing logic is to build recognition backwards: first gain consumer recognition, then force channel recognition, and finally sell forwards.
刘春雄Turning "Face Projects" into "Genuine Recognition" in Customer Relations
Customer relations (keqing) are useful, but they are only a sales aid, not the driving force. When they become the main work of salespeople, they backfire. Effective customer relations come from working together and achieving results, not from superficial visits.
刘春雄Are Those Bad Companies Bad at Products or Marketing?
This article debates whether failing companies are primarily due to poor products or poor marketing, arguing that marketing is the decisive factor. It contends that bad marketing stifles good products and that marketing breakthroughs are key to turning companies around.
刘春雄Why Did Zeng Guofan Not Transform the Green Standard Army, but Instead Start Anew and Raise the Xiang Army?
This article explores why Zeng Guofan, instead of transforming the existing Green Standard Army, chose to create a new force, the Xiang Army. It argues that fundamental conflicts and structural limitations made transformation impossible, and that new forces inevitably replace old ones.
刘春雄Despite Giants' Decline, New Strategic Opportunities Emerge in Beverage Industry
The beverage industry is experiencing a turning point: while major brands decline, second- and third-tier brands and new entrants are thriving, indicating a new strategic opportunity period with rapid differentiation and formation of a new landscape.
刘春雄Secondary Distributors: A Brand's Pain?
In provincial capitals and above, secondary distributors once greatly increased product coverage but are now a pain point for almost all brands. The article categorizes provincial capital models, discusses price chaos under squeeze competition, and suggests that internet platforms may solve the secondary distributor problem.
刘春雄Execution: Aim the Gun Upward, or Downward?
Author: Liu Chunxiong | Source: Teacher Liu's Forum (ID: liuchunxiong1964). Whenever a manager complains about poor execution, I think: they are actually admitting their own poor management and control. 'Execution' is a mirror: if subordinates execute poorly, it reflects the manager's incompetence. In China, no management concept is more misunderstood than execution.
刘春雄Brands Are Being Diluted
Brands seem to have lost their strong appeal, new brands no longer require long-term heavy investment, and brand premium power appears weakened. This is described as 'brand dilution' by teacher Fang Gang, prompting a re-examination of the social environment for brands.
刘春雄To Excel at Marketing, Look Beyond It
The author argues that true marketing expertise comes from studying areas beyond marketing itself, such as industry dynamics, psychology, management, strategy, and logic. He emphasizes that industry attributes determine the ultimate competitive landscape, and that understanding these external factors is crucial for long-term success.
刘春雄Tiered Policies Are Ruining the Channel
At a distributor meeting, a distributor complained that small stores lack loyalty because they buy from secondary wholesalers, who offer lower prices due to tiered policies. The author argues that these tiered policies, originally meant to encourage larger orders, have become so high that only secondary wholesalers can meet them, thereby reviving a distribution layer that deep distribution had eliminated, harming the channel's efficiency.
刘春雄Are You Arguing a Point or Defending a Position?
Author: Liu Chunxiong, Source: Teacher Liu's Forum (ID: liuchunxiong1964). There is a good article, 'What You Believe, You Will See.' I agree with this statement; people selectively observe and selectively remember. In 2016, there was an anecdote: Liu Qiangdong proposed a 200% growth target, and some said it couldn't be done. Liu Qiangdong said, 'I don't want you to prove it can't be done; I want you to prove how it can be done.' That is the direction of proof. Correct conclusions need proof, but wrong conclusions can also be proven flawlessly...
刘春雄All Homogenization Is Because of the Fear of Bravely Moving Up
Marketing believes that perception is greater than fact. Even the most homogenized products can be differentiated through marketing, as seen in the case of purified water. The key to avoiding homogenization is to bravely move up, maintain value perception, and avoid compromising on price, promotion, and credit.
刘春雄Your Lack of Success Is Precisely Because You Can't 'Fight on Paper'
A major company boss often invites experts to give lectures, but afterwards tells employees: 'Listen to the experts, but don't do what they say.' This article argues that 'paper talk' (theoretical discussion) is not only valuable but essential for success, as it provides methodology, theory, and philosophical insight that complement practical skills.
刘春雄How to Eliminate the Deadly Near-Expiry Products?
The article discusses the severe problem of near-expiry products in the FMCG industry, which is caused by the practice of stocking up inventory without responsibility from retailers. It proposes a new approach: only occupy the retailer's capital, not their warehouse, and use scheduled distribution to ensure fresh stock and reduce near-expiry products.
刘春雄The Eight Most Misleading Management Mindsets: Subverting Your Way of Thinking
This article discusses eight common management mindsets that are often mistakenly considered noble or correct, such as 'high standards, strict requirements' and 'use people without doubt'. It argues that these mindsets can be counterproductive in modern business, and offers alternative perspectives for effective management.
刘春雄Your Customer's Customer Is the Leverage to Win Over Your Customer
A distributor complained about difficult sales, prompting the author to explain that by understanding and influencing the customer's own customers (the '1.5-level' approach), one can gain leverage and solve problems that direct negotiation cannot.
刘春雄Why Are Most Successful Marketers Not Marketing Majors?
The article argues that in marketing, formal professionalism and experience can become dogmatic and outdated, while true expertise comes from practice and the ability to turn successful practices into methodologies. The author, Liu Chunxiong, shares his own non-marketing background and emphasizes the importance of adaptability and learning from practice over traditional credentials.
刘春雄New Products Die Too Fast Because Distribution Rate Is Too High
An industry giant's CEO says distribution is no longer a problem, but products just don't sell through. This is a common phenomenon, not an isolated case. The reason is that most companies still follow traditional deep distribution practices: distribution plus sell-through. The key to solving this lies in addressing product cognition during product upgrades, focusing on precise distribution, and implementing a new marketing system that emphasizes experience and word-of-mouth.
刘春雄Traditional Marketers Are Queuing Up to Take Their Final Bow
The author, Liu Chunxiong, argues that traditional marketers—including experts, consultants, executives, and distributors—are being phased out by the shift from industrial to information civilization. He contends that their methods are failing, and only those who can integrate traditional and internet marketing will survive.
刘春雄Occupying a Price Band Means Occupying an Era
Author: Liu Chunxiong | Source: Teacher Liu's Forum (ID: liuchunxiong1964). On the first day at Harvard Business School, new students scramble for seats, as the seat you get on day one is yours for years, affecting your interaction with professors and academic performance. Similarly, in business, occupying a price band is like securing a seat—it determines your market position and success.
刘春雄The Clients You Fear Are the Ones You Should Fight Hardest For
Most salespeople suffer from 'problem phobia' and 'problem client phobia'. The more they fear, the more they avoid. In fact, what you fear may be the most valuable. Fight hard on the problems you fear, and problems will decrease. Fight hard on the clients you fear, and client problems will be solved. Avoidance is human instinct; it may minimize losses, but success lies not in following instinct but in maximizing benefits.
刘春雄Don't Expect the Mainstream to Act; Embrace the Rise of the New Fringe
Author: Liu Chunxiong. Source: Teacher Liu's Forum (ID: liuchunxiong1964). China's transformations typically emerge from the fringe—this is a pattern. Deng Xiaoping's reforms first enriched those on society's margins. Incremental reform is immediately fatal; fringe rise is fatal after a delay. Either way, it's a matter of life and death. At such times, the more mainstream an entity is, the harder it is to act or not act. Preserving the stock and creating increment are hard to achieve simultaneously.
刘春雄