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Six Years Online, Breaking Records Repeatedly: How Tsingtao Beer's E-commerce Has Grown
At 00:15 on November 11, 2019, Tsingtao Beer's Tmall Supermarket sales exceeded its entire 2018 Double 11 sales. After 24 hours, Tsingtao Beer broke records again, with Tmall flagship store sales up 212% year-on-year on Double 11, and ranking first among JD.com POP stores and fastest-growing in JD's liquor category. 2019 marks Tsingtao Beer's sixth year online, during which it has repeatedly broken records. As a leading Chinese beer e-commerce player, how has it achieved continuous growth?
李青林Salespeople Hard to Recruit, Manage, and Retain? The Key Lies in Performance Management | Practical Insights
As 2019 draws to a close, the author reflects on the year's work, focusing on performance management—the most challenging aspect of HR and enterprise management. The article outlines key management areas for sales teams, effective sales target setting, and how to use performance appraisals to manage sales teams, emphasizing the importance of clear processes, continuous tracking, and scientific goal-setting.
海游Three Squirrels: From 'Taobao Brand' to 'First National Snack Stock' - The Methodology Behind It
After the conclusion of Singles' Day, Three Squirrels reported total sales of 1.049 billion yuan across all channels, a year-on-year increase of 53.81%, with online sales exceeding 923 million yuan and offline sales surpassing 126 million yuan, up 226%. The company secured the top position on nine major platforms, achieving its eighth consecutive victory in online nut sales. This performance highlights its successful transition from a nut-focused brand to a full-category retail brand, supported by a diversified channel strategy.
New DistributionMengniu Officially Bids Farewell to Junlebao: Can Both Sides Achieve a Win-Win?
Mengniu Dairy has completed the sale of its 51% stake in Junlebao, ending their nine-year partnership. The deal, valued at over 4 billion yuan, is seen as a financial success for Mengniu but raises questions about its impact on Mengniu's 100-billion-yuan revenue goal and Junlebao's future growth.
蒋政Changing Perceptions with a Walnut: How Walnuts in the Milk Way Achieve Explosive Sales!
Last year, China's snack food market reached 484.9 billion yuan, with nuts and roasted seeds accounting for 23% of the entire snack food market. Over the next three years, nut and seed snack sales are expected to maintain a compound annual growth rate of 10.7%, potentially reaching 345.6 billion yuan by 2020. The growth model of the nut industry has shifted from demographic dividends to fan quality dividends. The entire industry can be summarized by four 'new' aspects: new generation, new consumption, new retail, and new thinking. However, the industry is currently constrained by severe product homogenization and single-dimensional models and channels. As an outstanding example of innovation in the nut snack industry, Hebei Lvling Kangwei Food Co., Ltd. (hereinafter referred to as 'Lvling Food') conducted in-depth market research and, with innovative products and differentiated marketing, quickly gained a large number of consumer fans.
New DistributionTransformation: The "Front, Middle, Back" Three-Tier Model for FMCG Manufacturers, Let Frontline Sales Call for Headquarters' "Fire Support"!
Amid China's economic slowdown, fragmented consumer demand, the impact of online e-commerce, and a market entering squeeze competition, the traditional channel model of the FMCG industry is under assault, with sales generally hitting bottlenecks. Against this backdrop, New Distribution, in collaboration with Professor Gao Song from the Business School of East China University of Science and Technology, launches the "Gao Song: Channel Empowerment" column to explore new channel models, strategies, and methods for FMCG manufacturers and distributors in the new era. Facing economic downturn and intensifying competition, most brand owners are stuck in a growth bottleneck. How to create a new growth engine through marketing organization and channel model transformation and innovation is undoubtedly a key concern for all leading brand owners.
高松Lead Your Troops Well, Win the Battle | A Practical Guide for Regional Managers
Fifteen years ago, when I first entered the beverage business, I deeply admired a few sales superstars. I vividly remember that during one peak-season month, a wholesale salesperson named Zhang achieved nearly 200,000 in sales, accounting for 50% of the total sales of an 11-person team. On some days, his single-day sales exceeded what some salespeople made in a month, truly achieving the feat of one person doing the work of ten. Looking back, it was the extensive marketing and management models that created these FMCG elites, but as channel refinement became more widespread, these sales gods gradually disappeared. Today's competition is no longer about individual heroism but about team collaboration. Building a strong team is essential for achieving long-term, sustainable competitive advantage and is the greatest test for sales managers.
海游Movement is the Foundation: Master the Two Forces at the Terminal to Achieve Rapid Sales Growth
As new product production and total consumption decline, and as food products penetrate lower-tier markets intensifying regional competition, the era when simply placing products on terminal shelves with promotional policies could solve consumer choice is over. Solving the problem of terminal product movement has become the top priority for manufacturers and distributors. Sales without movement, merely pushing inventory to terminals, only converts industrial inventory into commercial inventory and is unsustainable. Channel push and consumer pull are the two main directions to solve terminal movement.
张选After Receiving a New Product, How to Quickly Capture the Market?
During the distribution process, distributors follow the principle of speed to win, quickly and effectively getting products to the point of sale to meet consumer demand and achieve zero inventory. This principle is reflected in several aspects: first, focus on major areas and make incremental progress; second, sow widely and cultivate key accounts; third, use small incentives to attract large deals and follow up repeatedly; fourth, combine product bundles for rapid sales; fifth, leverage existing strong brands to support new products; sixth, cooperate with strong local distributors for indirect control; seventh, persist with repeated follow-ups; and eighth, use team-based distribution to create momentum.
牛恩坤Most Companies Are in Trouble Because They Fail to Fully Leverage Their Core Business Potential!
The author, Mr. Cao Hu, President of KMG China, will be a speaker at the 2020 China FMCG New Marketing Opening Course held by New Distribution in Zhengzhou from November 26-28, where he will share practical insights on enterprise growth. Global economic restructuring has profoundly impacted the growth models of Chinese enterprises, with frequent 'gray rhino' events in the past 24 months. Many companies are struggling because they lack effective marketing strategies and fail to maximize the potential of their core businesses.
曹虎The Diversification Path of Coca-Cola's 'Helmsman'
Neville Isdell, the 12th Chairman and CEO of Coca-Cola, served only three years but halted the decline in the company's market and brand influence. Having worked for Coca-Cola for over 30 years across Africa, Asia, Latin America, and Europe before taking the helm, he understood the need to adapt corporate strategy to diverse markets and cultures.
郑渝川Instant Noodle Market Returns to the '40 Billion Club' – Can It Rest Easy?
Recently, Jinmailang's chairman Fan Xianguo announced that the company will gradually exit the fried instant noodle market within five years. After hitting a peak of 46.22 billion packs in 2013, sales fell to 38.5 billion in 2016, then rebounded to 40 billion in 2018, re-entering the '40 billion club.' This article analyzes the reasons for the decline, the key drivers of recovery, and future innovation opportunities.
晓鱼Earning Big: Nestlé 1.7 Billion/Day, PepsiCo 1.2 Billion/Day, Coca-Cola 700 Million/Day, Danone 500 Million/Day...
As foreign food giants released their Q3 reports in November, they have been earning substantial daily revenues: Nestlé 1.7 billion yuan/day, PepsiCo 1.2 billion/day, Coca-Cola 700 million/day, Danone 500 million/day, and Mondelez 400 million/day. Nestlé's first three quarters revenue reached 488.2 billion yuan, but Yinlu dragged down its China performance.
食业家Changing Perceptions with a Walnut: How Walnuts Can Explode in Sales Like Milk!
Last year, China's snack food market reached 484.9 billion yuan, with nuts and roasted seeds accounting for 23% of the entire snack food market. Over the next three years, nut and seed snack sales are expected to maintain a compound annual growth rate of 10.7%, potentially reaching 345.6 billion yuan by 2020. The growth model of the nut industry has shifted from demographic dividends to fan quality dividends. The entire industry can be summarized by four 'new' aspects: new generation, new consumption, new retail, and new thinking. However, the industry is currently hindered by severe product homogenization and single-mode and channel issues. As an excellent example of innovation in the nut snack industry, Hebei Lvling Kangwei Food Co., Ltd. (hereinafter referred to as 'Lvling Food') has conducted in-depth market research and, with innovative products and differentiated marketing, quickly gained a large number of consumer fans.
New DistributionHow Small Brands Can Break Through the Blockade and Defeat First-Tier Brands?
In an incremental market, small brands can survive by imitating big brands and targeting niche markets. However, in today's saturated and stagnant market, small brands face the challenge of being crushed by big brands' aggressive competition. To thrive, small brands must abandon conservatism, adopt challenger strategies, find breakthrough points, leverage new traffic and channels, and follow the eight laws of challenger innovation to establish a strong brand identity and win consumer loyalty.
赵波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JD New Distribution's 'Growth Flywheel' for 11.11: The More Supply, the Stronger Sales; the Stronger Sales, the More Supply!
This 11.11, while attention is on online promotions, the offline battlefield is equally intense, led by JD New Distribution in the FMCG sector. On November 1, JD New Distribution launched its 'JD ZGB 11.11 Good Products Fair', with a simpler and more direct internal slogan this year, focusing on 'omni-channel supply and sales' to empower various offline retail scenarios.
袁来Facing Market Encirclement by Nongfu Spring, C'estbon, and Ganten, How Can Small Brands 'Snatch Food from the Tiger's Mouth'?
The author, with 12 years of experience in bottled water sales management, shares insights on how weak brands can achieve regional dominance despite being squeezed by strong competitors. Drawing on examples and strategic principles like guerrilla and offensive warfare, the article offers practical tactics for small brands to focus resources and carve out their own territory.
海游Distributor Lao Zhang's Worries, Marketing Director Lao Cao's Pain: What's Wrong with the Traditional Channel Model?
To vividly illustrate the problems in the current FMCG industry's channel model, this article creates two characters—distributor Lao Zhang and marketing director Lao Cao—to reveal the drawbacks of current channels through their pains and worries, and on this basis, outlines the direction of future channel transformation.
高松Struggling to Push Products in County-Level Markets? Without the Right Methods, It's Exhausting...
In the new era of competition, going downstream and intensive cultivation have become the marketing main themes, making county and township-level markets increasingly important. Whoever wins consumers in the shortest time, with the fastest speed and best methods, will be the winner in the future market. As many enterprises continue to push their market focus downward, county-level distributors are becoming more important and irreplaceable, and their market performance can directly determine the fate of the enterprise. Enterprises need to develop, distributors need to survive, and county-level markets must break through, with the key to success being 'speed' and 'efficiency'.
朱志明Membership Giant Slashes Prices Nearly a Hundred Times for 11.11!
This year's 11.11 shopping festival is approaching, but are you ready to avoid being tricked? This article analyzes the pitfalls of traditional e-commerce promotions and explains how membership-based stores like Sam's Club offer high-quality, low-priced products with fast delivery, making them a better choice for consumers.
任小东Deep Dive: What's the Difference Between Li Jiaqi and the "Quack Doctors" of TV Shopping?
This article compares the current trend of influencer marketing on platforms like Douyin with the historical phenomenon of TV shopping, arguing that both share the same underlying logic of live-stream selling but differ in transaction efficiency. It warns that without proper governance, influencer marketing may repeat the mistakes of TV shopping, leading to false advertising and low-quality products, while emphasizing the importance of top salespeople and the role of intermediaries.
苗庆显First Build Momentum, Then Volume! If You Don't Do These Things in the Off-Season, Expecting High Volume in Peak Season Is Wishful Thinking!
Simply put, momentum must precede volume—there should be no doubt about it. The factors affecting peak-season volume are: number of outlets, number of core outlets, number of outlets willing to sell for you, and number of consumers willing to buy. In industry terms, these are distribution rate, core outlet count, outlet push rate, and consumer awareness. To build momentum, you must improve distribution rate, develop core outlets, cultivate consumers, and strengthen team execution.
王阿宾Pawn or Sacrifice? Nestlé Needs to Think Carefully Before Selling Hsu Fu Chi and Yinlu!
According to sources, Nestlé is considering options for its two Chinese subsidiaries, including a possible sale, after years of struggling to turn them around. The company is seeking over $1 billion for controlling stakes in Hsu Fu Chi and Yinlu, though no final decision has been made.
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