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Articles by 刘春雄
Browse 419 New Distribution articles by 刘春雄.
Published articles
419 articles · Page 18 of 18
Deep Insight: Internet Plus, and Zhang Zhidong Again
The article draws a parallel between the current debate on whether the Internet is a disruptive force or just a tool and the historical 'Chinese learning as essence, Western learning for practical use' concept proposed by Zhang Zhidong after the Opium Wars. It argues that while popular Internet thinking may be superficial, the shift from industrial civilization to information civilization represents a fundamental change that requires new knowledge systems.
刘春雄The Survival Handbook for Marketing Professionals
This article provides a comprehensive survival guide for marketing professionals, covering laws of survival, performance, promotion, and success, along with practical advice on writing reports, plans, summaries, and research reports, and managing emotions and health.
刘春雄Do You Think a Salesperson's Job Is Only Distribution, Distribution, and More Distribution?
The author, a former distributor, uses real examples to show that salespeople often focus on distribution during peak sales periods, missing opportunities. He introduces the concepts of 'core sales days' and 'core sales time slots' to emphasize that sales efforts should align with when consumers are most likely to buy, and suggests strategies like community direct selling and treating markets as stores.
刘春雄34 Laws That Determine the Survival of Distributors
The growth of a distributor is primarily hindered by the 'founder's trap,' where the owner's dominance becomes an obstacle as the company expands. To grow, distributors must transition from a business-oriented to an entrepreneur-oriented model, emphasizing systems, professional management, and the ability to delegate.
刘春雄The Fall of the Channel Haven
1. How can a 'recommended brand' become a 'preferred brand'? In the terminal market, 'preferred brands' dominate, while in the channel market, 'recommended brands' prevail. 'Preferred brands' are the first choice of consumers, while 'recommended brands' are the first recommendation of channel distributors and store owners. In the 'terminalization' stage, how can companies that once thrived in the channel market change their predicament? 2. Will rural e-commerce disrupt the market? E-commerce and search technology can be seen as an infinite extension of the terminal market, pushing consumer choice to the extreme and breaking regional restrictions on products. With the improvement of delivery systems, the younger generation working away from home will increasingly choose products online for their elderly parents and children. Will the channel undergo disruptive changes? 3. The channel advantages of some industry giants like Wahaha, Hualong, and Baixiang are weakening. Is your channel haven facing a 'fall' crisis?
刘春雄Wolf-like Aggressiveness: The Era-Defining Character of Chinese Marketing
The transformation from a 'bookworm' in university to a wolf-like aggressive marketer is a common experience among Chinese marketers, driven by the environment rather than innate nature. This article argues that wolf-like aggressiveness was a necessary professional trait in a specific era of Chinese marketing, contrasting it with the 'kingly aura' of multinational corporations, and suggests that as Chinese companies grow stronger, they may adopt a more kingly demeanor while still valuing the wolf-like spirit that enabled their rise.
刘春雄New Challenges Test Chinese-style Marketing
China's marketing landscape has evolved from a 'dual low' (low price, low quality) phase to a new era requiring value-based products and consumer-oriented strategies. As the market matures, Chinese enterprises must adapt to new challenges, including industry consolidation, technological advancement, and the rise of e-commerce, to foster global brands and lead in O2O integration.
刘春雄Second-Tier Distributors Are the "Brand Killers"
Second-tier distributors in rural markets survive on profit margins, not brand loyalty, making them a barrier for branded products. To overcome this, manufacturers and first-tier distributors must create profit space for second-tier distributors through regional monopolies, high-entry pricing, and sub-brand launches.
刘春雄How Can Distributors Bargain with Manufacturers?
Negotiation position determines everything in the manufacturer-distributor relationship. Distributors must hold bargaining chips that vary over time, such as prime locations, second-tier wholesalers, or end-market control, and they should know the manufacturer's limits and requirements while also setting their own. If substantive chips are insufficient, distributors can use strategic planning as a key chip to persuade manufacturers.
刘春雄How Much Channel Dividend Is Left in China?
China's economic miracle benefits from the demographic dividend, while the miracle of Chinese enterprises benefits from the channel dividend. The channel dividend, which is exclusive to Chinese companies, has been largely overlooked, but it explains how weak local firms could grow rapidly against multinational giants.
刘春雄Deep Distribution: Step Back Half a Step
The biggest cause of death for deep distribution is the lack of an exit strategy. Deep distribution is not a 'human wave tactic' but a complex technical task, more difficult than recruiting distributors or running promotions. It is built on the premise that when manufacturers and distributors sink their market focus to the county level, the channel remains deep, and distributors' capabilities are insufficient, leading to a dilemma for manufacturers. The key to deep distribution is not the scale of investment but the ability to exit smoothly without disrupting the market.
刘春雄