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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 9 of 18
Opportunities and Window Periods for FMCG Enterprises' 'Self-Rescue'
The panic period is over, the situation is clear, and new channels have opened. The key is not to fear lack of sales but lack of consumption; as long as there is consumption, sales will follow. Adapting to new channels like home delivery is crucial for self-rescue, and seizing the short window period for sales is essential.
刘春雄SARS Gave Birth to Alibaba, Pneumonia Matures Home Delivery
During the COVID-19 pandemic, home delivery services proved indispensable, resolving the conflict between quarantine and essential needs like vegetables. This has reignited interest in new retail and may spark a new wave of investment, with brands likely to allocate more resources to home delivery in 2020.
刘春雄Under the Epidemic, "Home Delivery" Business Is Accelerated, and "Self-Rescue" Should Seize Offline Scenes
The pneumonia epidemic's impact on business focuses on two directions: how businesses can "self-rescue" to minimize losses, and how the epidemic accelerates the maturation of new business models. The contradiction between "self-isolation" and "rigid household demand" makes "home delivery" the best solution, and it is expected to rise to a new level after the epidemic, while offline scenes will become more precious and may see a "revenge rebound".
刘春雄Which Part of Your Sales Are You Losing? Where Will New Sales Come From?
The market has entered a stock phase, making incremental growth hard to find; your gains are others' losses. So, how do you find your growth source? Where does incremental growth come from? This article discusses two questions: where sales have gone from a macro perspective, and where sales come from from an enterprise perspective.
刘春雄Sales Growth in 2020: Sales Are Squeezed Out
Lu Xun said that time is like water in a sponge; if you are willing to squeeze, there is always some. Similarly, sales are like water in a sponge; if you are willing to squeeze, there is always some. For example, Jinmailang's recent performance has been outstanding because they squeezed sales out of traditional channels. Sales are squeezed out, in contrast to 'sales are pressed out'—relying on channel stuffing no longer yields sales, but squeezing channels can still produce sales. The exemplar of squeeze-style growth is none other than Jinmailang. Their deep distribution started in 2003, and by 2014, although there was still no substitute, the traditional approach had become ineffective. Now, Jinmailang is giving deep distribution a new highlight.
刘春雄Growth at the Start of 2020 Depends on 'Layout'!
Generally, companies set annual goals, break them down, and propose work priorities. However, in the context of product upgrades and model transformation, this is not enough. I propose four keywords for the year's layout: layout, tipping point, rhythm, and intermediate results.
刘春雄2020 Sales Growth: Selling 'More' or Selling 'Pricier'?
The article discusses the shift from volume-driven growth to value-driven growth in China's FMCG industry, using examples like instant noodles and beer to illustrate how companies are moving from selling more products to selling higher-priced ones. It emphasizes the importance of structural growth, early positioning in new mainstream price bands, and the need for marketing sophistication to succeed in selling premium products.
刘春雄The Thirty Laws of an Excellent Sales Manager
This article outlines thirty laws for sales managers, covering responsibilities, human nature, problem-solving, team building, training, management, and thinking. It emphasizes making ordinary people achieve extraordinary results through systems and standards, rather than relying on individual heroics.
刘春雄Is There Still Room for Deep Distribution to Generate Incremental Growth?
Core viewpoints: 1. Whether there is incremental growth determines the survival of a company. Increment cures all ills; without it, all ills arise. 2. In the era of deep distribution, channels have natural increments. The salesperson's job is to grab a larger share of the natural increment. 3. Currently, natural increments in channels have disappeared; whoever can bring increments to the channel will be entrusted with more of its existing volume, i.e., increments activate existing volume. 4. Excellent salespeople are definitely doing work that is valuable for increments. Other work, though necessary, is just basic. 5. ...
刘春雄Companies That Treat Salespeople as Customers Die; Companies That Treat Customers as Employees Grow Big
There are two extreme marketing management styles: one is extremely loose, treating salespeople as customers; the other is extremely strict, treating customers as employees. Most companies fall in between. Strong Chinese companies are not those with good brands but those with good channel management, where channel management is an extension of internal management.
刘春雄Distributors: There's 'Great Wisdom' in Numbers!
Data management is a mindset, not about big data or small data, and it can be unrelated to the internet. Lin Biao's use of captured lists to locate the enemy headquarters during the Liaoshen Campaign, and Wang Yongqing's rice delivery method, both demonstrate that data awareness is more important than the data itself. Without data awareness, more data is useless.
刘春雄Look Beyond the Terminal, Operate Beyond the Terminal
The dilemma of traditional marketing is treating the terminal as the end point. The purpose of traditional marketing is merely to carve up more terminal share through deep distribution. To look beyond the terminal and operate beyond the terminal, the ultimate solution is BC integrated operation. The terminal is the B-end, and users are the C-end.
刘春雄Making 'Relationship Building' the Main Job Is a Salesman's Tragedy
Relationship building is useful, but what's useful is not only relationship building. Relationship building is only a sales aid, not the driving force of sales. Good relationships help sales, but when relationship building becomes the main work of salesmen, it goes against its original intention.
刘春雄The Frontline Salesperson's "Marketing Diary"
For an ordinary salesperson, doing the job well is enough; for one who aspires to rapid advancement, the ability to handle "paperwork" is indispensable. -01- How to write a policy application report that gets the leader's signature. Reasons why policy applications are not approved: Common phenomenon 1: At every sales meeting, salespeople complain about too few POP materials. Yet, when the boss visits the market, he never sees POP, but finds the dealer's warehouse walls covered with POP. Imagine, if the boss...
刘春雄Survival Rules and Success Laws for Salespeople
This article outlines 26 laws for salespeople, covering survival, performance, promotion, success, and workplace dynamics, emphasizing the importance of a strong will, opportunity-seeking, effective work, and strategic thinking.
刘春雄Growth Path for Traditional Channels: Counterattacking Online
Why counterattack online? Because offline channels are losing too much sales. In 2018, total retail sales of consumer goods reached 38 trillion yuan, with online retail at 9 trillion, accounting for 23.9%. Online sales of physical goods already account for 18% of total sales. If these sales had remained offline, traditional channels would be in a much better position. The growth rate of total retail sales has been declining, from 17% in 2011 to 10% in 2017, and further to 9% in 2018.
刘春雄We Are Witnessing the Disappearance of the Sales Representative Group
The article discusses the evolution and potential disappearance of the sales representative (业务员) role in China, contrasting it with the US model. It argues that while channels persist, the function of sales reps is shifting from traditional B2B tasks to new roles involving scenario creation, user experience, and fan operations, driven by digital transformation.
刘春雄Industry Downturn, Jinmailang Upturn: What Is the Core of the "Four-in-One" Model?
Jinmailang is a company worth studying, not for its marketing strategy but for its effective "Four-in-One" channel management model. Despite the declining instant noodle industry and fierce competition in the drinking water market, Jinmailang has achieved impressive growth. The model combines vehicles, personnel, regional contracts, and terminal devices, with the terminal device being the key differentiator.
刘春雄Do Small and Beautiful Local Distilleries Still Have a Chance?
Li Du's value lies in its 'small and beautiful' survival strategy for local baijiu. Despite being a small local distillery, Li Du has shown that by creating value, communicating it through immersive experiences, and leveraging social media, local distilleries can thrive even without national reach.
刘春雄Business Returns to the C-End
Shi Wei says business comprises cognition, transaction, and relationship. China's relationship-based society, rooted in agrarian culture, favors C-end business, while the institutional societies of Europe and America favor B-end business. In the information age, business returns to the C-end, leveraging technology and infrastructure from both industrial and information eras.
刘春雄To Do Good Marketing, First Make a Name for 'Freshness'
Two examples illustrate the power of freshness as a marketing strategy. Tianhu Beer, despite being a small player next to industry giant China Resources, thrives by offering a 3-day freshness guarantee that competitors cannot match. Another small brewery, Taishan Raw Ale, expanded nationally with a 7-day freshness promise, demonstrating that freshness can be a high barrier to entry and a source of strong consumer loyalty.
刘春雄Big Brands Must Join the Battle This Time!
Traditional enterprises have been generally conservative in their transition to internet-based marketing because large companies are rational enough not to blindly transform due to anxiety or all-in on trends. Despite the rapid growth of the internet, offline channels still dominate in most industries, and new traffic only incrementally cuts into offline share without displacing it. Big brands, as victors of traditional offline marketing, will only fully commit when new models reach critical mass, can be caught up with resources, or meet their mature judgment standards.
刘春雄2020 New Marketing Opening Course: Where Should Next Year's Budget Be Spent?
Spending money is harder than making it, because you must be responsible for the money spent and eventually earn it back many times over. Many traditional companies have budgets but don't know where to invest them. The budget issue is not just a financial problem but a question of marketing direction. Based on observations of companies implementing new marketing in 2019, five directions are crucial: new products, new marketing organizations, BC channel integration, technology-driven approaches, and new media communication.
刘春雄Companies That Treat Salespeople as Customers Die; Companies That Treat Customers as Salespeople Grow Big
There are two extreme marketing management styles: treating salespeople as customers (loose) and treating customers as employees (strict). While loose management may work temporarily, it often leads to collapse or dissolution, whereas strict management, as seen in successful Chinese companies, extends internal management to channel partners, enabling scale and control.
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