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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 6 of 18
“Shared” Private Domain Saves Private Domain
Private domain seems to be heading into a dead end. The 'private' in private domain has led companies into a narrow mindset. When private domain goes astray, the emergence of shared private domain is timely. Sharing is difficult, but it represents a broader vision. Two live streams on June 10th introduced the concepts of 'shared membership' and 'shared private domain' respectively, which are refreshing and may point to a new path for private domain.
刘春雄Returning Offline: Building a New Foundation
Traditional enterprises have a foundation, at least a home market. Industry leaders always have connected or national home markets. Without a foundation, they become wandering rebels. The 10-year e-commerce boom made many doubt whether the foundation had shifted online. In 2022, we observed a trend of 'returning offline,' but it's not about going back to the past; it's about building a new foundation that combines offline basics with internet skills.
刘春雄10 Wrong Marketing Mindsets for FMCG During the Pandemic
This article lists 10 wrong marketing mindsets during the pandemic, such as all-staff marketing, problem-oriented thinking, shrinking the front, cutting marketing expenses, closing or merging projects, defensive strategies, layoffs, consumption downgrading, avoiding transformation, and instinctive thinking. It argues that these mindsets are based on instinct rather than professionalism, and the correct approach is to focus on speed under a closed loop, using offensive measures to activate customers and achieve positive cycles.
刘春雄Why Are There No Mass-Market Brands as National Icons Like High-Tech?
The 'soda war' between Genki Forest and Coca-Cola/Pepsi is heating up, prompting a discussion on domestic vs. foreign brands. The author argues that while China's high-tech achievements have become national icons, mass-market brands are only now beginning to overturn foreign dominance, following the pattern set by Li-Ning in apparel and Genki Forest in beverages.
刘春雄Growth Methodology Amid the Pandemic: New Concepts, New Organization, New Opportunities, New Tactics
On May 10, New Distribution hosted the first episode of its live series 'Growth in the Fight Against the Epidemic,' focusing on how FMCG manufacturers and distributors can achieve counter-trend growth during the pandemic. This article is based on the remarks of teacher Liu Chunxiong during the live broadcast, edited and approved by the author. Since the outbreak, the impact on marketing has been both positive and negative, but a systematic approach—new concepts, new organization, new opportunities, and new tactics—can help companies achieve unexpected growth.
刘春雄New Channel Variable: Unit Organizations Becoming the New Channel Hub
During the recent pandemic, group buying leaders (tuánzhǎng) became essential for daily life in Shanghai, sparking renewed interest in unit organizations—a new type of organization in the internet era. These small but influential entities, such as livestreaming influencers and community group buying leaders, are emerging as new channel hubs, reshaping distribution through their relational, influential, and connective power.
刘春雄Returning Offline: Redefining 'Offline'
What is offline? This has become a difficult question to answer. If we define offline by channel, channels are also online. If we define it by transaction method, orders, payments, and deliveries are all online. So, what work is irreplaceably offline? Tasks that are more efficient online should be done online; those with higher offline value should be done solidly offline. When online and offline are hard to distinguish, to better execute offline work, we must redefine 'offline' to grasp its key points. There is pure online, but no pure offline.
刘春雄Returning Offline: What Is the Channel Lever?
The marketing lever has evolved from wholesalers to retail stores to platform traffic, and now, in the bC integration era, the lever is the 'single-store community.' This article explains why the smallest channel unit is crucial for effective marketing and how to replicate it for success.
刘春雄bC Integration: Reshaping the Logic of Channel Profit Distribution
Both paths of digitalization lead to bC integration. One path is the B2C route: C2C (Taobao) → B2C (Tmall) → F2C (Private Domain 1.0) → F+b2C (Private Domain 2.0) → F2B2b+b2C (Private Domain 3.0). The other is the B2B route: F2B → F2B2b (deep distribution digitalization) → B2b2C (community group buying) → F2B2b+b2C. The key node is b2C, which means solving the connection between stores and users. bC integration is not about removing intermediaries but strengthening them, emphasizing the retail end's value in traffic generation. The core challenge is reshaping the channel profit distribution system from transaction-based to traffic-based, involving manufacturers, distributors, retailers, and users.
刘春雄Channel Digitalization: Strengthening or Bypassing Distributors?
Distributors stand on the front line of digitalization. Channel digitalization, far from weakening distributors, actually strengthens their value. The dual-private domain model emphasizes the role of retailers, but distributors are essential for connecting, activating, and co-operating with users. They must transform from distribution-focused to operation-focused roles, becoming the main players in B2C operations.
刘春雄Who Should Fight the Battle of Channel Digitalization?
Based on my observations, apart from e-commerce, digitalization in enterprises is currently led by several departments: e-commerce, IT, marketing, and dedicated channel digitalization teams. These departments connect with users through methods such as platform traffic diversion, product QR codes, company 2C platforms, and social fission. However, these approaches are mostly F2C models with limited user scale and low activity, placing them on the periphery rather than the main battlefield. The main battlefield is channel digitalization, which requires the traditional channel team to take the lead, supported by a dual-track system and a focus on model innovation.
刘春雄Digitalization: Different Paths, Same Destination
Alibaba's former CEO Wei Zhe noted that e-commerce has entered an era of stock. The search for new digital battlefields is everyone's expectation. Digitalization has multiple paths, but they all converge on the same road: F2B2b2C, or bC integration.
刘春雄BC Integration Takes Off
The article discusses the concept of BC Integration (BC一体化) as the second major battlefield of digitalization for FMCG brands, where brands connect with millions of terminals and users. It highlights the recent FMCG conference where system service providers and leading brands embraced this architecture, marking a significant shift from deep distribution to a pull-based marketing logic.
刘春雄The Bigger the Headquarters, the Bigger the Problems
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 them, but headquarters leaders can easily 'collect' them without lifting a finger, simply because they hold 'magic tools.' A strong headquarters is a product of a centralized system, and its distance from the front line breeds bureaucracy, poor execution, and distorted policies, ultimately hindering market success.
刘春雄Earning Money, or Building Your Worth?
Some people work themselves to the bone for little pay, while others earn big money with minimal effort. If you don't build your worth, you'll likely remain in the former group. Earning money is like living off your youth; once it's gone, so is the income. Building worth means your value increases over time, even if the money isn't immediate.
刘春雄BC Integrated Operations Will Ultimately Replace Deep Distribution
A fundamental reality: after 2010, no well-known new brand rose through advertising (perhaps Xiaoguan Tea is an exception); similarly, no new brand achieved fame through deep distribution (perhaps Jiangxiaobai's deep distribution after IP ignition is an exception). Advertising-driven (brand-driven) and channel-driven approaches are no longer the driving forces for corporate rise. The distribution logic of channels is giving way to the sell-through logic. Deep distribution is distribution logic, while BC integration is sell-through logic. Distribution solves the 2B problem, while sell-through simultaneously addresses both B and C. Once sell-through is solved, distribution is no longer an issue.
刘春雄Community Group Wholesale Has Arrived! Is It Redoing B2B or Community Group Buying?
Community group wholesale (团批) is emerging, and the author argues that for it to succeed, it must redo both B2B and community group buying simultaneously, making them twin brothers. The key is that without 2C, 2B has no hope; the starting point may be 2B, but the way out is 2C.
刘春雄“Self-Procurement” Saves KA, “Group Wholesale” Saves Small Stores?
During market research, a new model called “group wholesale” (tuanpi) was discovered, which resonates with the author. The key difference between group buying and group wholesale is the target customer: community group buying targets households (2C), while community group wholesale targets street retail stores (2B). The value of group wholesale lies in constructing a new supply chain system for the retail industry. The idea that “group wholesale saves small stores” is the author's personal conjecture, but the business logic behind it could indeed save small stores. If group wholesale fails, similar business logic will emerge in the future because the market demands it.
刘春雄Three Digital Maps: Panorama, Roadmap, and Operations Map—Not One Can Be Missing
【Digital Practice Driving Business Growth: First Lesson】 is a comprehensive digital training course for CDOs, CIOs, digital directors, digital offices, and digital teams. It will propose a comprehensive digital blueprint (big, medium, and small maps), organize study tours to observe digital super benchmarks, share three benchmark cases, interpret six digital system modules, and provide a workshop for digital implementation practice. This summer, let us light the way for you, see the direction of digitalization clearly, and guide you step by step in drawing your own digital map!
刘春雄Every Enterprise Needs a Chief Digital Officer (CDO)
【Digital Practice Driving Business Growth: First Lesson】 is a comprehensive digital training for CDOs, CIOs, digital directors, digital offices, and digital teams: 1. It will propose a comprehensive digital blueprint for enterprises (big picture, medium picture, small picture); 2. Organize study tours to observe digital super benchmarks; 3. Share three digital benchmark cases; 4. Interpret six digital system modules; 5. Provide a digital implementation practice workshop. This summer! Let us light the way for you, see the direction of digitalization, and guide you hand-in-hand to draw your enterprise's digital map!
刘春雄Deep Distribution Has Peaked: How to Solve the 'Someone Buys' Problem Next?
China's past marketing was driven by brands and channels, solving the 2C problem of 'someone buys' and the 2B problem of 'someone sells' respectively. However, deep distribution has hit its ceiling, and the logic of 'if someone sells, someone will buy' is failing. The new approach is BC integrated operations, using 2C as a lever to solve 2B problems, with core elements of BC association and dual private domain operations.
刘春雄With 5% Annual Customer Churn, How Can Physical Stores Digitally Save Themselves?
Traditional stores face a crisis of customer loss, with an annual churn rate exceeding 5%. Digital self-rescue strategies, such as implementing dual-store models (physical + cloud) and leveraging KOC relationships, can help mitigate this trend.
刘春雄Four Digital Channel Routes for Brand Owners
No digital path is wrong, but one must remember how high each path's ceiling is. From the magnitude of the ceiling, there are levels of 100 million, 1 billion, 10 billion, and 100 billion. Choosing a digital path is choosing the future scale of the company.
刘春雄Will Digitalization Create Channel Squeeze?
Digitalization squeezes stores in two ways: platforms that are rarely used sink to the bottom and are effectively squeezed out, and digitalization limits store owners' choice of products, squeezing out products that cannot enter stores. This results in non-well-known brands and their distributors being pushed out of channels in the digital era, forming a digital barrier that is higher than traditional channel barriers.
刘春雄