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Articles by 徐永刚
Browse 11 New Distribution articles by 徐永刚.
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Xu Yonggang of Zhengzhou Swire Coca-Cola: Solving the BC Integration Challenge with a Game the Industry Has Played for 20 Years
At the 6th China FMCG Channel Innovation Conference, Xu Yonggang, Director and General Manager of Zhengzhou Swire Coca-Cola, shared his insights on BC integration. He introduced a formula of 'entry, traffic, and monetization' and highlighted two 'gold mines': customer databases and products, using a successful UTC promotion as a case study.
徐永刚Two Indicators to Test Whether a Distributor Can Survive Long-Term: Cost and Efficiency!
Any business model transformation cannot escape the two validation standards of 'cost and efficiency.' Testing whether each distributor can survive longer, sustain, and remain competitive comes down to cost and efficiency. This article mainly discusses the differences between traditional warehousing and distribution and digital warehousing and distribution for distributors.
徐永刚Distributors: Differences Between Traditional Warehouse and Distribution and Digital Warehouse and Distribution
At the 2018 China FMCG City Distribution Logistics Conference hosted by New Distribution on October 24, 2018, Xu Yonggang, CEO of Madeline, delivered a keynote speech on the differences between traditional and digital warehouse and distribution. He emphasized that while traditional warehousing meets the needs of the industrial age, digital warehousing addresses consumers' demands for freshness and efficiency in the internet era.
徐永刚The Second Path for Traditional Distributors to Survive: Outrun Your Peers, Hone Your Skills, and Enlarge the Pie!
Xu Yonggang, founder of Madeline, argues that distributors must transform their core competitiveness into 'the speed of precise service' to outpace competitors in harsh market conditions. By leveraging digitalization to achieve 'connectivity' and 'computation,' distributors can optimize operations, reduce costs, and increase efficiency, thereby capturing market share from weaker rivals.
徐永刚Efficiency is King: The Key Breakthrough for Distributor Transformation!
The development of the times always replaces traditional models with more efficient ones. In recent years, all enterprises have been seeking new models that are "more economical, faster, more abundant, and better." Let's look at the industry changes related to distributors over the past three years: In 2014, the real economy generally struggled with declining sales; in 2015, the "Internet+" strategy led to the rise of numerous B2B platforms, making 2015 a golden year for B2B; in 2016, "supply-side reform" was proposed, and the related change for distributors was the emergence of unified warehousing and shared distribution; in 2017, the "artificial intelligence" strategy made new retail a hot topic.
徐永刚How to Become a New-Style Distributor in the New Era?
Digitalization is an inevitable path for all traditional enterprises, including distributors. It is an iterative process that, when it reaches a certain level, can bring about qualitative changes and unleash powerful efficiency. The current digital environment presents a great opportunity for traditional enterprises to achieve such transformation. This article shares methods for distributors to enhance their digital capabilities through 'calculation' and 'connection', such as turning cost centers into profit centers and adopting AI technology for efficient operations.
徐永刚【For Major Distributors】If Warehouse Issues Are Not Solved, the Bigger the Distributor, the Greater the Pain!
Distributor bosses are best at sales but most troubled by management. For distributors with sales over 60 million, management issues, especially warehouse management, severely hinder growth. This article offers ideas for efficient warehouse operations, such as assigning responsibility for storage locations, weekly inventory accuracy competitions, fast picking, and scientific product placement.
徐永刚Dealers: Transform First or Upgrade First?
In recent years, we often hear the term 'transformation and upgrading.' Before discussing how dealers should transform and upgrade, let's first understand what 'transformation and upgrading' means. 'Transformation' refers to a new industry that has no direct relationship with your original business, possibly using your original funds, hardware, resources, etc., but the new industry is not directly related to the original one. For example, a dealer originally in trading now moves into manufacturing, retail, or third-party logistics. Although seemingly still in the retail industry, it is now at another node in the ecosystem. What is 'upgrading'? It refers to...
徐永刚Unified Warehousing and Distribution: A Trap or an Opportunity?
In 2016, some cities in China implemented unified warehousing and distribution models, including those affiliated with wholesale markets, alliances of multiple distributors, and individual companies transforming into third-party logistics. The author visited multiple clients with over 200 million in sales across different provinces and found that while hardware conditions were good, none of them made money, with profits under one million. The article summarizes the operational problems and suggests that success requires professional system management, logistics service, and sales expertise.
徐永刚Why Is Distributor Transformation and Upgrading So Difficult? Because These 5 Key Points Were Missed
Distributor transformation is a hurdle that must be crossed in the new era. Continuing to run a business with old thinking is like a frog in warm water; even if your company still sees 10%-35% growth in the first half of the year, such growth cannot withstand changes in the overall environment. A new business model, the 'platform-based distributor,' is quietly taking root in every city, and once it takes shape, it will be a devastating blow to traditional distributors.
徐永刚What Is the Real Significance of Distributors Building an Internet Platform?
As the business environment changes, distributors must adapt by building their own internet platforms. This article explains that by creating an 'air force' (online platform) to complement their 'ground force' (sales team), and by forming a local 'online wholesale market' through distributor collaboration, they can upgrade their services and gain more control over the market.
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