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Articles by 金焕民
Browse 11 New Distribution articles by 金焕民.
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The Logic and Future of Marketing in China
Amid a global economic slowdown, China's economy remains robust, a phenomenon that cannot be explained solely by corporate marketing, technology, or classic marketing theory. This article argues that China's success stems from the integration of national strategy and market mechanisms, and calls for Chinese enterprises to move beyond arbitrage marketing toward original innovation and social responsibility.
金焕民Have You Ever Independently Built a Market?
If your promotion is slow or you're in a tough spot, don't complain; reflect on whether you've ever independently built a market. Taking charge of something on your own is the true test of ability. Don't be arrogant because of team success. A story: after WWII, each military branch claimed credit, but the Allied commander said, 'If we had lost, I would be the one court-martialed.' In an era of fine division of labor, independently doing something is common, but leading it is rare. Those with the most credit also bear the most responsibility in failure.
金焕民The Hell Mode of Chinese Marketing
We must recognize that most Chinese enterprises have long been living in hellish torment: surviving year after year, sometimes doing well, but ultimately facing bleak prospects or none at all. This article analyzes five typical 'hell modes' of Chinese marketing—integration, labor-intensive, instant noodle, deep distribution, and advertising-led—and argues that escaping them requires a fundamental shift toward technological and product innovation.
金焕民Speaking Up for 'Outdated' Traditional Industries!
Ma Yun and new marketing tell traditional industries that if they don't follow new rules, being 'traditional' means extinction. But is that really true? When new ideas and concepts emerge endlessly, it's either a boom in theory or a confusion in understanding. This was the case around 1997, and it's the same now. Facing major changes in China and the world, influential entrepreneurs propose new ideas and concepts, predicting trends; while theorists sensitive to new phenomena either induce, deduce, or endorse, elevating them to theory or methodology.
金焕民Have You Ever Independently Built a Market?
Author | Jin Huanmin Source | Teacher Liu's Forum (ID: liuchunxiong1964) Comment by Liu Chunxiong: There is a story. After the victory in World War II, each branch of the military claimed its own contribution was the greatest and indispensable. Later, the Allied Commander-in-Chief said: 'The war is won, and your contributions are all great. I only know that if the war had been lost, the one court-martialed would have been me.' In an era of highly refined division of labor, it is normal for one person to independently do one thing, but it is rare to independently lead one thing. The person with the greatest credit is also the one who bears the greatest responsibility in failure.
金焕民A Traditional Marketer's Thoughts and Explorations in the Internet Age
The difficulties faced by Chinese enterprises today would have arrived on schedule even without the impact of the new economy. The Internet is not the cause of Chinese enterprises' problems; rather, it is an opportunity to solve them. For some time, I have written many articles criticizing 'e-commerce,' earning me the label of 'conservative' or 'skeptical of e-commerce's prospects.' Readers are not at fault; it is my problem. Below, I use cases to illustrate my views on the real economy and e-commerce, hoping to clarify what I mean.
金焕民Traditional Economy: What Exactly Is Wrong with Chinese Enterprises?
The difficulties facing Chinese enterprises today would have arrived on schedule even without the impact of the new economy. The Internet is not the cause of Chinese enterprises' problems; rather, it is an opportunity to solve them.
金焕民Looking Forward to the Spring of Chinese Marketing
There is no doubt that most small and medium-sized enterprises in the real economy are currently in a difficult situation with bleak prospects. It is not that I had any foresight; it was purely out of a sense of inadequacy that I left my consulting work with SMEs, which I had been engaged in for nearly 20 years, five years ago. The reason I gave was quite "harsh": they had fulfilled their historical mission, and the vast majority should have "passed away naturally." Faced with China's explosive consumption growth, the "manufacturing" of SMEs, with its "double low" (low quality, low price), matched the market demand in China for over 20 years. Although after 2010, their manufacturing level made considerable progress, the normalized market demand no longer needed them. That is to say, when they reached their highest level in history, they instead became excess capacity.
金焕民【In-depth】No Shortcuts in Transformation
From a marketing perspective, in my understanding, the new normal of China's economy is a transition from low-value manufacturing to high-quality creation. That is, even when viewed from a marketing standpoint, the core issue lies not in market operations but in creativity, R&D, process technology, production technology, and product technology. In other words, the key to transformation is mainly within the enterprise, not the external market. Chinese companies have pushed market operations to the limit, if not to the extreme, even resorting to any means for short-term performance, while insufficient effort has been directed at internal capability building.
金焕民Executive Development: Breaking Through the Bottleneck
Most middle managers, once promoted to senior executives, tend to stagnate or even regress, finding it hard to break through further. The key to breakthrough for Chinese corporate executives lies in developing a broader perspective (格局), which involves expanding the boundaries, levels, and angles of thinking. This article proposes a systematic approach to cultivating this perspective through eight cognitive areas, including understanding environmental changes, marketing, market cycles, strategy, corporate mission, opportunities, bosses, and self-awareness.
金焕民Mid-Level Marketing Supervisors: Professional Dwarfs Who Never Grow Up?
Mid-level marketing supervisors in small and medium-sized enterprises (SMEs) are a large group that directly influences the future of these companies. They are typically experienced, sales-oriented, and strong in execution but weak in strategic planning, facing narrow career paths and the risk of obsolescence. To secure their future, they must cultivate management, planning, business, and mindset skills.
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