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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 15 of 18
If You Trash Prices, You're Not Far from Death
The soul of marketing is how to sell prices. Sales sell products through price, while marketing sells price through products. Price tactics are efficient but addictive, leading to a downward spiral; value creation is the sustainable path, as low prices attract but don't retain customers, while high prices build loyalty. Trashing prices disrupts competitors temporarily but permanently harms yourself, and losing price discipline can lead to a price collapse, which is fatal.
刘春雄If You're Falling Behind, It's Time to Change Your Circle
People always seek a sense of belonging, and beyond their work organization, they have their circles. A person's achievements are essentially the limit of their circle. Success is often not just one person's success but a circle's success; falling behind is never just one person but a group; and when trouble strikes, it's a group that suffers. The circle you're in shapes your behavior and results.
刘春雄Who Says the Internet Hasn't Changed the Essence? Liu Chunxiong Explains (Deep, Hard to Read, Don't Click Lightly)
The highest peak of industrial civilization is the shift from professional division of labor to modular division. The information revolution brought by the internet will transform the economic cells of society into modules, ushering in modular operations. The greatest change the internet brings to business is the change in operating units or economic cells.
刘春雄Why Category Integration Is the Soul of B2B
B2B has high barriers, unlike B2C where anyone can comment. Some B2B issues are obvious, but category integration is a concept that only time can reveal. It is the key to controlling supply and demand, creating profits, and achieving order density and customer stickiness.
刘春雄Thirty Golden Rules for Sales Managers' Career Survival: How Many Have You Achieved?
This article outlines thirty golden rules for sales managers, covering responsibilities, human nature, problem-solving, team building, training, management, and mindset. It emphasizes that sales managers should drive their teams to be disciplined and successful, manage distributors effectively, and focus on standardization and control rather than relying on charisma alone.
刘春雄The Problem Is on the First Floor, the Answer Is on the Second
Author|Liu Chunxiong Source|Teacher Liu's Forum (ID: liuchunxiong1964) "A local small factory, very low price, very powerful, what should we do?" This question has been circulated many times in WeChat circles, and I have seen countless versions. It was a question posed to me by a salesperson while I accompanied a boss on a market inspection. Later, a disciple and I wrote an article titled "Why High Prices Always Beat Low Prices." How to answer this question? It cannot be answered; it is even a trap. My answer was a counter-question...
刘春雄The Bigger the Headquarters, the Bigger the Problems
Author: Liu Chunxiong | Source: Teacher Liu's Forum (ID: liuchunxiong1964). In Journey to the West, most demons are escapees from the 'headquarters,' while only the White Bone Demon is a wild one. Sun Wukong cannot defeat demons, but those headquarters leaders can easily 'subdue' them without lifting a finger, simply because they hold 'magic tools' in their hands. A strong headquarters is a product of a centralized system. Regardless of rank, headquarters staff always feel a sense of superiority over frontline personnel, as if they are 'half a grade higher.' Chinese people prefer working at headquarters because, although the pay is not high, it is respectable. Headquarters functional departments have an innate sense of superiority over frontline staff, which breeds not only bureaucracy but also 'soldier-ocracy.' Although 'soldier-bureaucrats' have no power, they can manipulate processes. Some even boast, 'I may not be able to make things happen, but I can easily ruin your plans.' In short, the headquarters has become the 'problem that creates problems' and must be surgically reformed.
刘春雄Do We Owe Jack Ma an Apology?
Author Liu Chunxiong, from his WeChat public account, discusses the controversy surrounding Jack Ma and Alibaba from a marketing perspective. He argues that Alibaba has contributed to incremental consumption and economic growth, that e-commerce is a new platform for product upgrades, and that criticism of Ma often stems from scapegoating or misunderstanding.
刘春雄Marketing is Changing, and Marketers are on the Road to Unemployment
A recent news story went viral: Coca-Cola's CMO (Chief Marketing Officer) disappeared, replaced by a new Chief Growth Officer. At the same time, a company of considerable size cut 70% of its marketing staff. If deep distribution is no longer being done, why do we need so many marketers? Why is the sales department shrinking? In China, successful FMCG companies are either channel-driven or driven by both brand and channel. Among these, channel driving is indispensable. What drives the channel? After 2004, it was deep distribution, which is a human-wave tactic for channel driving...
刘春雄Some Say the Pitfalls of B2B Are Getting Deeper
Author|Liu Chunxiong Source|Liu's Forum (ID:liuchunxiong1964) A B2B platform executive posted on social media about opening self-operated stores, another B2B peer commented that the pitfalls are getting bigger, and I added that they are filling small pits with big ones. I am not familiar with this platform and bear no ill will; I am just commenting on the matter. In the first half of 2017, B2B platforms hit a bottleneck, and I believe that in 2016, most B2B platforms were constantly digging pitfalls.
刘春雄Reversing the Channel
This article introduces the marketing strategy of 'reversing the channel', where a company sells directly to retailers and end consumers first, then works up to higher-level distributors. It explains why this approach is effective for new products entering the market and provides a case study of a company that achieved a 900% sales increase using this method.
刘春雄Reject the First Idea
How can one find effective marketing strategies? My experience is to "reject the first idea," even to "reject the first three ideas," especially those that everyone "unanimously" agrees upon. I am not the first to propose this view; it was originally put forward by a German field marshal. He knew that staff officers always devise several plans, usually three, so he often said: tell me directly what the fourth plan is. Marketing, like war, is competitive, akin to sports...
刘春雄When Leaders Fall Ill, Employees Take the Medicine
This article discusses the common problem in corporate training where leaders identify employee issues but fail to recognize their own role in the problems. The author argues that training is often ineffective because leaders do not participate, and emphasizes that leaders must be the first to change and take responsibility for implementing what is learned.
刘春雄The Time for 'Transformation Layoffs' Has Come, with Large Enterprises as the Focus
Recently, there have been many waves of layoffs, and there will be more in the future. In our impression, corporate layoffs usually mean the company is in trouble, and big trouble at that. But from now on, excellent companies may start laying off employees again, with large enterprises as the focus. This has nothing to do with the company itself, but with the times. It's not that the company is facing operational difficulties, but that the times have changed.
刘春雄Think from the Boss's Perspective, Act from the Employee's Perspective
The essence of workplace thinking is: 'Boss thinking is about the big picture; employee work is about standards and processes.' This article proposes a new way of thinking: 'Think from the boss's perspective, act from the employee's perspective.' It emphasizes the importance of an outsider's mindset for innovation, understanding the boss's higher goals, and designing work so that ordinary employees can succeed.
刘春雄Seeking Growth in 2017? Stabilize Your Channels First!
Since the Spring Festival of 2017, manufacturers have signaled a shift from pursuing volume growth to focusing on profits, acknowledging the reality of stagnant growth and channel instability. The priority is to stabilize distribution channels by reducing sales pressure and ensuring dealer profitability, as dealers face challenges from brand erosion, continuous inventory pressure, and lack of innovation.
刘春雄Marketing Will Usher in a New 'Golden Decade'
This article, inspired by marketing expert Lu Changquan's piece on why marketing will embrace another golden decade, argues that China's first golden decade of marketing ran from around 2004 to 2013, driven by rapid demand growth. Now, a new golden decade is emerging, fueled by consumption upgrades, industrial restructuring, and internet-based marketing, with Chinese enterprises poised to benefit.
刘春雄Learning from the Good Example of Uni-President
Uni-President's 2017 'three new policies'—zero-based budgeting, channel reform, and food and beverage integration—represent a shift away from traditional sales practices. This article analyzes why these policies are the right direction in the current environment and how they can succeed, positioning Uni-President as a benchmark for other companies.
刘春雄Controlling Inventory: The Top Priority for Sales Work in 2017
Controlling inventory, or managing shipments to align with actual market consumption, is the top priority for sales work in 2017. It is a method to increase distributor profits without reducing sales, which is essential for other marketing activities to succeed.
刘春雄The Thinking Logic of Continuous Growth: Mainstream, Trends, Foresight, Strategy
Rather than just learning knowledge, it's better to master a set of thinking logic that generates knowledge systems. This article explains a framework for continuous growth, emphasizing the importance of grasping the mainstream for present survival and identifying trends for future success, which requires foresight and strategic early positioning.
刘春雄Three Major Sins of Channel Stuffing: Squeezing Manufacturer and Distributor Profits; Distorting the Channel; Distorting Sales Work
Deep distribution, which has long supported sales growth, has in recent years been reduced to just one activity: channel stuffing. Whether for manufacturer salespeople or distributor salespeople, the basic work revolves around stuffing the channel. Stuffing, stuffing, and more stuffing—the channel is on the verge of collapse, yet the stuffing continues. At a company's annual meeting a few days ago, when the host mentioned the three major sales promotion activities for the year, I felt a sense of 'long time no see.' Indeed, some basic channel work that was once very effective is now a thing of the past. If channel stuffing had some justification over a decade ago, now I must say loudly: channel stuffing is a sin.
刘春雄B2B E-commerce: Friend or Foe? A Distributor's Perspective
One's stance determines one's perspective. B2B e-commerce is viewed differently by different channel players. From a distributor's viewpoint, this article addresses two key questions: Is B2B e-commerce a friend or foe to distributors? And can it solve distributors' current pain points?
刘春雄“Waiting to Die” or “Courting Death”: Do Manufacturers Have Other Options?
The article discusses the common dilemma in marketing where companies feel they face a choice between "courting death" (taking risks) and "waiting to die" (doing nothing), often due to late adoption of innovations. It argues that this dilemma arises from linear thinking and late participation, and offers solutions such as judging the impact of innovation, using a dual-track system, and building new teams.
刘春雄Distributors Quit Without Notice?
Since 2016, some major brands have had to find new distributors because their original ones quit without notice, signaling a shift in power from manufacturers to distributors. This trend reflects deeper issues: declining sales, rising costs, and manufacturers' loss of leadership in marketing, leading distributors to lose faith in the future.
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