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Articles by 刘春雄
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419 articles · Page 8 of 18
“Marketing Digitalization 10 Lectures” No. 7: The Heart of Digitalization—Data Middle Platform
Marketing digitalization requires a three-dimensional connection, BC integration, and dual-line deep distribution. The front office completes the three-dimensional connection and offline deep distribution; the middle platform completes online deep distribution, online operations, and digital support; the combination of front and middle platforms achieves BC integration. The middle platform is the heart of digitalization, and for FMCG brand owners, it must support both online and offline operations, not just e-commerce logic.
刘春雄“Marketing Digitalization 10 Lectures” No. 6: Digitalization: “Transform” or “Eliminate” the Sales Department?
Digitalization will completely transform marketing organizations. Whether it is transformation or elimination depends on whether traditional organizations resist or adapt. Adapting means transformation; resisting means first 'eliminate', then rebuild.
刘春雄"Marketing Digitalization 10 Lectures" #5: Digitalization Lets Brand Owners Regain Commercial Discourse Power
The ability to reach C-end consumers and influence their perception is commercial discourse power. Traditional brands gained it through mass media, e-commerce platforms through direct C-end access and traffic control, and brand owners can regain it through marketing digitalization that integrates B-end and C-end. This article explains the sources of discourse power, why it shifted to platforms, and how brand owners can reclaim it via BC integration, content ecosystems, and real-time interaction.
刘春雄“Marketing Digitalization 10 Lectures” No. 4: Brand Owners and Retailers Have Different “User Profiles”
This article discusses the differences between user profiling for brand owners and retailers in marketing digitalization. It emphasizes that precision and real-time interaction rely on user profiles, and outlines distinct goals and methods for each, such as brand owners focusing on repurchase and B-end activation, while retailers focus on product-user matching and conversion.
刘春雄"Marketing Digitalization 10 Lectures" No. 3: The Soul of Marketing Digitalization is User Profiling
User profiling is the soul of marketing digitalization. Without it, digitalization is just a decoration. User profiling involves tagging users for automatic recognition, enabling precise and instant service. It is essential for both B2B and B2C, and is crucial for FMCG manufacturers to achieve precision in new product distribution and online recommendations.
刘春雄Marketing Digitalization for FMCG Manufacturers: Leveraging Small Data to Move Big Markets
Digitalization requires data, but traditional FMCG manufacturers often lack online user data. This article explores alternative data sources and strategies, emphasizing the use of BC-linked data to leverage offline channels and achieve marketing digitalization without relying on large-scale user online presence.
刘春雄Marketing Digitalization 10 Talks #1: How Manufacturers Should Plan Marketing Digitalization
Marketing digitalization immediately raises the question of where to start, in what order, and what final structure to form—this is the layout issue of marketing digitalization. This article discusses the four major modules of digital marketing for brand owners, the core of which is BC-linked digitalization, and proposes a sequence for implementation: start with modules involving fewer departments and people, prioritize incremental business over existing business, prioritize BC-linked over 2B, and prioritize sales over management.
刘春雄Two Bottlenecks Distributors Must Break Through
Compared to manufacturers, distributors are facing even greater difficulties overall. In fact, the overall difficulties of manufacturers stem from those of distributors. Many manufacturers have added e-commerce platform sales alongside traditional channel sales, launching both 2B (deep distribution) and 2C (platform e-commerce) strategies. However, distributors believe they are naturally 2B, and the difficulties of 2B are hard to overcome due to the struggles of traditional terminals. Recently, I have been in contact with some distributors who, besides feeling the difficulty of breaking through sales volumes, most importantly do not know where hope lies or where the breakthrough point is. Based on my judgment, although individual differences among distributors are large, there are two bottlenecks that have not been widely recognized: first, how to extend 2B business to BC integration; second, changes in the distributor organizational system.
刘春雄30 Laws for Sales Managers' Survival
This article outlines 30 laws for sales managers, covering responsibilities, human nature, problem-solving, team building, training, management, and thinking. It emphasizes that sales managers should enable ordinary people to achieve extraordinary results, manage经销商 effectively, and focus on standardization and control.
刘春雄Three Live-Streaming Worlds, Three Business Models
Live-streaming commerce, ignited by internet celebrities, has now diverged into two worlds and two types of live-streaming. A third type is emerging and may become the new mainstream. The first world is 'live-streaming influencers,' parasitic on major platforms. The second world, such as Yiwu's 'live-streaming villages,' receives little media attention. The third...
刘春雄Liu Chunxiong: 4 Hot Words for Brand Growth under the Combination of Internet and Tradition
At the 2020 (3rd) China FMCG Conference, Liu Chunxiong shared insights on how traditional enterprises can achieve growth by integrating with the internet. He highlighted four key concepts: Experience, KOC, Cloud Store, and Channel Live Streaming, which have driven growth for many companies despite the pandemic.
刘春雄Why Are Distributors Indifferent to Products Manufacturers Favor?
This article explores the cognitive conflicts between manufacturers and distributors regarding what constitutes a 'good product,' and proposes strategies to resolve these conflicts through market testing and achieving a critical mass of consumer adoption.
刘春雄The Six Evolutions of Deep Distribution
Since Bao Zheng and Shi Wei proposed deep distribution around 2000, it has become the 'best Chinese marketing practice' and the standard for channel-driven FMCG over more than a decade. Since 2003, deep distribution has undergone multiple evolutions, up to its current integration with the internet. 1. Deep Distribution 1.0: The 'Eight-Step Method' version. The early eight-step visit method included: preparation, greeting, checking, sampling, inventory check, replenishment, POP posting, and farewell. Basic characteristics: customer relations equal distribution, and distribution equals sell-through. The eight-step method includes...
刘春雄Deep Distribution Has No Substitute; Internet-Enhanced Deep Distribution Is the Inevitable Path
The US has over 10 million salespeople, while China has over 80 million sales reps. Salespeople target C-end, while sales reps target B-end. What are these sales reps doing? They are deeply cultivating fragmented channels. This is a last resort, as deep distribution has no substitute. However, indiscriminate visits and inefficient human-wave tactics can be abandoned. The internet makes precision distribution possible.
刘春雄Market: Online, Offline, or Community? How to Integrate the Three?
The article discusses the integration of offline, community, and online spaces through three paths, emphasizing the importance of three-dimensional connection for marketing. It highlights the need for high-density communication to achieve brand recognition and suggests strategies like rolling and sensational tactics for competitive advantage.
刘春雄Internet: Brand Owners Must Be the Protagonists!
Without community groups, brand owners cannot universally connect with users. Just as e-commerce connects users through platforms, 2B connections also require an intermediary. During the COVID-19 pandemic in 2020, home delivery services, community groups, and live streaming became popular, with traditional businesses surprisingly taking the lead.
刘春雄Strategic opportunities are waited for; tactical opportunities are sought!
Since the outbreak of the pandemic, the term 'opportunity window' has become popular, but only among professionals. The pandemic is both a disaster and an opportunity; when God closes a door, he opens a window. Some needs are rigid demands, and when traditional channels are blocked, new channels open up. New channels are new opportunities! Opportunities arise from changes in the environment. Because of the pandemic, some waited and suffered heavy losses, while others discovered opportunities and saw sales continue to grow.
刘春雄Community Commercialization: From Private Domain Traffic to Public Domain Traffic
Previously, any business system related to communities was called private domain traffic. However, during this year's epidemic, when communities were closed and e-commerce had no logistics, it was the 'community groups' of traditional stores that became the main channel connecting residents. Traditional channels have always been regarded as public domain traffic. This is a major step for communities moving from the commercial fringe to the mainstream, from private domain traffic to public domain traffic. In December 2019, I predicted this direction in my article 'The Disappearance of Community Dividends, the Real Beginning of Community Commercialization'. The COVID-19 pandemic only accelerated the pace of communities entering public domain traffic.
刘春雄Home Delivery Is Hot, the First Half Is Over, What About the Second Half?
An important feature of the internet is the separation of transaction and delivery. E-commerce is a typical example. The COVID-19 pandemic has shown us the separation of transaction and delivery in offline and community scenarios. Thanks to the 'home delivery' model, which provided a new solution when traditional delivery was disrupted, it even saved some community e-commerce platforms that were on the verge of closing. So, after the pandemic, will home delivery still have a future? If so, who will benefit? Some have said that home delivery might even replace in-store delivery and become the mainstream delivery model for commerce.
刘春雄Community Partners: Don't Turn Yourself into a WeChat Business!
During the COVID-19 pandemic, community partners became popular, but we found that most community partner systems lack a real 'community' element, resembling a revival of WeChat business in FMCG with weak vitality. The key to sustainability lies in finding the main battlefield: the community. Without a community focus, a partner isn't even a qualified WeChat business.
刘春雄After Work Resumes, Re-strategize Marketing to Embrace the New Normal
In the past two days, except for Hubei, the focus has shifted from epidemic supervision to work resumption supervision, and another economic battle has begun. Before the Spring Festival, I outlined three major marketing growth strategies for 2020: product upgrade growth, channel squeeze growth, and three-dimensional connection growth. Now, the original plans and pace have been disrupted, but there are unexpected gains: new marketing tools such as community groups, live streaming, and home delivery services have accelerated the adoption of the three-dimensional connection growth model across industries.
刘春雄BC Integration: Both an Emergency Response to the Pandemic and a Marketing Trend
During the COVID-19 pandemic, two terms became popular in the marketing world: livestreaming and community groups. While 'livestreaming' is a marketing tool and 'community groups' are a means to connect with users long-term, the deeper trend is BC integration—connecting B-end (distributors/retailers) with C-end (consumers). This article argues that BC integration is not just an emergency measure but a necessary marketing path, emphasizing the importance of activating public domain traffic through community groups rather than building private domain traffic.
刘春雄After the Pandemic Lifts, What Should Brands and Distributors Do First?
The panic phase is over, and now it's time for rational thinking, especially about the post-pandemic period. First, assess whether there will be revenge spending after the pandemic ends; then, remind what to do first. The article analyzes consumption recovery across five scenarios and provides actionable steps for brands and distributors.
刘春雄Why Have 'Community Groups' Become the Hot Commodity During the Epidemic?
Now 'community groups' and 'property security guards' have become hot commodities. Connecting with users through terminal community groups is the best opportunity for BC integration.
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