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Can't Withstand Pressure? Then You Can't Be an Elite
There are two types of workplace elites: stone-type elites and glass-type elites. Glass-type elites, despite their extraordinary performance, can be severely damaged by major setbacks or emotional shocks, leading to a decline. Stone-type elites, however, are emotionally and mentally resilient, with stable self-discipline. Only those business elites with strong inner strength can continuously navigate the fierce competition inside and outside the company with ease and achieve success. So, what are the essential abilities these elites possess to keep achieving? The author of "Resilience" (抗压力), who once served as the head of the cosmetics division at Procter & Gamble Japan, responsible for brand management and product development in Japan and overseas, provides his answer.
New DistributionFarewell to Traditional Chinese Marketing
After more than three decades of reform and opening-up, China's market economy has grown from ruins to become the world's second-largest economy, compressing centuries of development into less than forty years. This rapid growth has inevitably led to an unregulated and immature market environment, which in turn has spawned a uniquely Chinese marketing model. Despite initial disdain from multinational corporations, the reality is that they must either adapt to this model or risk becoming niche players or even failing.
New DistributionWhat's Nestlé Compared to This? An Internet Coffee Brand with Annual Sales of 100 Million and Full of Human Touch
Nestlé is hugely popular among the post-70s and post-80s generations, and its success has been widely analyzed. However, this article argues that Nestlé's success lies in advertising and distribution, not taste. It then presents the case of David's Choice, an internet coffee brand that achieved annual sales of 100 million yuan, and analyzes its success factors, including its IP 'Uncle Wei' and its strategy for going offline.
New DistributionThe Art of Leading Troops for Regional Managers: Strict Military Discipline, Three-Point Agreement, Appropriate Elimination, and Rewards and Punishments
This article is excerpted from the book "FMCG Veterans All Do This: Regional Manager Operation Tips" by Mr. Fang Gang. For a company, regional market managers are important organizational units in the marketing system, executing specific marketing actions and serving as the foundation of the marketing system. Therefore, enhancing the capabilities of regional market managers is a crucial part of corporate marketing.
方刚Adapt to Every Move, Stay Orthodox and Surprise: The Inner Kung Fu of Regional Managers in Market Operations
This article, excerpted from Mr. Fang Gang's book 'What FMCG Veterans Do: Regional Manager Playbook', discusses the principles of offense and defense in market development. It emphasizes strategic planning, understanding the competitive landscape, and executing attacks with precision while maintaining a strong defensive posture.
方刚Down with 'Xiao Ming Classmate'!
The market law is the law of the jungle: 'natural selection, survival of the fittest.' Whoever leads current market demand is the market leader. The 'law of duality' in marketing is relative; its essence is still a zero-sum game, so sharing market share equally with competitors is a false proposition. Apple made Nokia phones disappear; beverage giant Coca-Cola spends over $1 billion annually on advertising to maintain its dominance; in 2012, Uni-President's Laotan Sauerkraut Beef Noodles made rival Master Kong a follower, prompting it to launch its own version. This shows that the essence of marketing is market competition.
邓征New Product Distribution: How Many of These Fine Points Can You Master?
Distribution is the first step for a new product to enter the market circulation, and this step is crucial. The road to new product distribution requires careful planning and attention to detail. Before launching a new product, it is essential to understand the characteristics of distribution, the standards for distribution, and to correctly formulate distribution strategies. The following will detail the intricacies of new product distribution.
New DistributionJiang Zhiyu: Channel + Private Label Will Be the Mainstream B2B E-commerce Business Model in the Future
Jiang Zhiyu, founder and chairman of Jinhuobao, recently visited Hexun Club to discuss the company's core product, the B2B procurement platform Jinhuobao. He revealed that Jinhuobao will develop finance, data, IoT, and private labels in the future, and the company is currently in the midst of its Series B financing round, with potential acquisitions in related fields.
New DistributionTalk Without Execution, Everything Equals Zero!
Execution is the foundation and details are the key to marketing innovation. This article summarizes ten principles where lack of execution, such as having work but not striving, or having ability but not showing it, leads to zero results.
New DistributionWhat Is the Biggest Change the Internet Has Brought to Marketing?
A good question is more important than a good answer because it provokes thought. My good friend Dr. Fu Jialin recently asked me: What is the biggest change the Internet has brought to marketing? This is a good question. The biggest change is in communication and channels. The Internet as a tool mainly refers to communication tools, while as a channel it mainly refers to sales channels. The biggest obstacle the Internet has brought to marketing is communication, because traditional media is controllable, whereas communication in the Internet era is basically uncontrollable so far.
刘春雄Foresight: We're in Danger if We Get Involved with These 17 Types of Distributors [Marketing Management]
Few companies can do without distributors, but few are satisfied with the ones they have. Many companies fail because distributors are inattentive, uncooperative, or break market rules, turning markets into 'half-baked' failures. However, these problems are not solely the distributors' fault; many issues stem from our own choices, such as not being discerning enough when selecting distributors.
李政权The Survival Manual for Marketing Executives
This article outlines key principles for marketing executives, emphasizing that sales growth alone does not change a company's fate; instead, finding growth models that alter industry position is crucial. It covers laws of fate, models, rapid growth, opportunity, strategy, sales, management, performance, and success, providing practical insights for navigating market dynamics.
刘春雄Uni-President Fresh Orange Holds Launch Event Today, "Chief Beauty Officer" Song Joong-ki Officially Takes Office
Uni-President Fresh Orange's new product launch event concluded this morning, with "Chief Beauty Officer" Song Joong-ki making a striking appearance, and two new products - "Orange PLUS Lemon" and "Smoothie ICE" - making their debut. The event started around 10:30 AM, with the official Weibo account and iQiyi streaming live. Attendees, including media and partners, began signing in 40 minutes prior, each receiving a complimentary drink.
New DistributionThe Real Clash Between B2B E-commerce and Traditional Marketing
B2B e-commerce projects are booming across China, with thousands of platforms emerging, yet most remain immature. This article explores the key differences between B2B and B2C e-commerce, the challenges of integrating online and offline channels, and the implications for traditional distributors.
张驰Case Analysis | "Eight Steps" to Make New Products Sell Well, Distributors Must Do This! (Recommended for Collection)
How can distributors ensure the success of new products in regional markets? Every distributor with years of experience has their own unique insights and lessons. Due to differences in regional market characteristics, category and channel operations, and varying manufacturer-dealer strategies, each new product success is somewhat unique and hard to replicate, but there are commonalities. Here, we don't rush to answer the question but analyze the general approach of excellent distributors through a specific case...
张宇Friend, How Much Longer Do You Plan to Stay on This Sinking Ship of Traditional Marketing?
Recently, I've received calls from several former colleagues I hadn't spoken to in a long time. After the pleasantries, they all said work has become incredibly difficult. One former colleague, M, summed it up well: the market environment has changed rapidly, and almost every industry has become a stock market, yet our bosses still think in terms of growth, ignoring product upgrades and focusing on channel stuffing and promotions. Those of us caught between bosses and distributors have exhausted our means, yet we still can't achieve rapid market growth, and even see slight declines. Fines, pay cuts, demotions, and even dismissals have become commonplace.
赵波Six Stubborn Mindsets When Manufacturers Launch New Products
Not all manufacturer bosses are clear-headed, nor can they all empathize with distributors. The way a manufacturer launches a new product directly reveals whether it truly understands distributors or is just bluffing them. This article dissects the common promotional tactics used at new product launches and explains why they often fail to convince experienced distributors.
潘文富Before Complaining About Weak Brand Power, First Execute Well!
For an enterprise, especially an FMCG company, the most headache-inducing issue in the early stage of product manufacturing is the product itself. Once the company gets past this stage, it is often troubled by brand issues, such as weak consumer identification and insufficient market pull. As a weak brand, how to solve these brand-related problems? 1. Invest heavily in advertising. There is a famous saying in advertising: not advertising is waiting to die, advertising is seeking death. Weak brands are weak partly because they lack sufficient funds, making heavy advertising investment unlikely, especially in today's advertising-saturated environment where credibility is in crisis.
方刚Marketing Staff 'Fighting on Paper': How to Satisfy Your Boss?
For an ordinary salesperson, doing the job well is enough; for one aspiring to rapid advancement, the ability to handle 'paperwork' is indispensable. This article offers practical advice on writing policy application reports, sales plans, summaries, research reports, and marketing diaries that win leadership approval.
刘春雄P&G, Unilever, Johnson & Johnson Are Making a Serious Mistake
They once taught Chinese counterparts, who were just beginning to learn about market economy, a valuable lesson. P&G was once a myth in the Chinese market. Its first three shampoo brands—Head & Shoulders, Rejoice, and Pantene—simultaneously aired TV ads, competing with each other, leaving Chinese companies astounded. With precise positioning strategies, high-quality ads, and massive spending, P&G gave a masterclass to Chinese peers. Multi-branding, USP, positioning—advanced concepts flooded in, showcasing world-class management. Even P&G's shelf displays, brand naming, and ad creativity became classic cases for Chinese companies to study. However, this 179-year-old company has faced major troubles globally, including in China, with declining performance. Last year, P&G's CEO emphasized cutting half its brands to survive. Despite various self-rescue measures, performance hasn't improved. In populous China, P&G's market share has been declining.
凉月A Marketing Veteran's Playbook: Three Mindsets, One Goal, Five Methods
There is no off-season market, only off-season thinking; it's not that business is bad, but that your own business is bad. While other dairy products grew slowly, Telunsu and Ambrosial achieved rapid growth; when cocktails were lukewarm in the catering channel, RIO cocktails became famous overnight through the entertainment marketing of "Running Man," driving the industry's major development. To achieve significant company growth, the business level of sales personnel is crucial. The following is a summary by a marketing veteran, called the 315 Theory for easy memory and dissemination.
冻品老赵Traditional Enterprises: Time to Change the Main Course
Consumer goods manufacturers are struggling, not only due to economic downturn and e-commerce disruption, but also because their once-reliable 'signature dishes' are no longer appealing. At a forum during the 2016 Chengdu Spring Sugar Fair, I coined the term 'change the main course' to emphasize the need for product upgrades, which resonated with the audience. Even the best dishes can tire consumers, and if companies don't change their main offerings, consumers will overturn the table and switch restaurants.
刘春雄Marketing Channel Transformation: From Terminal Supremacy to Traffic Supremacy
Overall, whether for baijiu or beer, the current performance situation is not optimistic; baijiu is only rebounding from a low point. To rescue performance, they need to inject strong vitality into marketing channels. The previous channel promotion strategies relying on terminal interception and store breakthroughs are no longer sustainable. In the new normal, a key point in 2015 is that most liquor companies are consciously embracing 'Internet+' and have made many explorations. Data shows that mobile consumption nationwide has risen from 35% in 2014 to 65% in 2015.
华勇 代秀辉8 Ways New Products Die
New products are crucial for companies, yet most fail, often leading to corporate decline. This article analyzes eight common reasons for new product failure, from imitation and overpricing to poor coordination and channel mismanagement, offering insights to avoid these pitfalls.
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