A Typical Evolution History Of Super Dealers

Japan has MITSUBISHI, Itochu and other international large business, why can an island country's circulation enterprises do so big, and in China's circulation enterprises, especially those who do our business, have not done a lot? "

Zhu Yueming has been thinking about this for 10 years.

Today, Zhu Yueming's Zhejiang Shang Yuan Food and beverage limited company is the annual sales volume of 500 million yuan, the most influential wine dealer in Zhejiang. 10 years ago, Zhu Yueming acted as the agent of Anhui wine and set off a trend of emblem in Hangzhou, and then built the brand of Yi Li, and laid the company's status in Zhejiang liquor industry at one fell swoop. But 20 years ago, he started selling from the wholesale button to the small tailor shop.

From wine sellers to layouts: a typical evolution history of a distributor

The traditional core competitiveness of Chinese traditional circulation enterprises lies in their own network resources, but only the network is not enough. Making the network should serve the brand.

"Being a product brand of one's own" has become Zhu Yueming's first step to break through the bottleneck of growth.

In 1987, the youth college entrance examination failed. Young Zhu Yueming, like many people in Zhejiang, started a small business of buying and selling at a low price. He sold the buttons from wholesale to the small tailor shop on his bicycle, and began his own "circulation and distribution" career.

In 1994, Zhu Yueming founded the Zhejiang commercial food and beverage wholesale company.

At that time, those large state-owned sugar and liquor wholesale companies were still sitting on the ballot box for sale and delivery. Zhu Yueming's salesmen had already run away in the market.

Because of the huge financial risk, the catering market is a large state-owned sugar and liquor wholesale company has never dared to touch, and Zhu Yue Ming touches the food market, and successfully launched the brand name of Anhui wine in the catering market, and then acted as the seed wine and other emblem brands.

Zhu Yueming's agent Anhui Kou Zi liquor, only in the Hangzhou market annual sales reached 50 million yuan.

However, since it is only a regional agent, the Hangzhou market is deeply disturbed by the fleeing of goods and has not signed corresponding protective measures with the manufacturers. The brand effect that has been built up by itself has made a wedding dress for the manufacturers.

No matter what, Zhu Yueming gave up his brand with big hand, and everything went from beginning to end.

In 1998, Zhu Yueming signed a national agency agreement with the Xinjiang Lite winery, which is 40 degrees below. It is decided and operated by the Zhejiang commercial food and beverage wholesale company from product packaging, taste, brand promotion to marketing strategy.

This time, Zhu Yueming did not forget to protect his rights and interests. He signed a strict protection clause with his factory: he had a sales guarantee for his factory, he could not do it, and he was willing to be punished; when the manufacturer violated the agreement, he was fined 40% of the previous year's sales.

Through this underwriting form, the Zhu Yueming curve has its first brand.

Since then, Zhu Yueming has pformed a pure Distribution Agency into a "brand marketing company".

Zhu Yueming believes that the traditional core competitiveness of Chinese traditional circulation enterprises lies in their own network resources, but only the network is not enough, and the network should serve the brand.

"Making a product brand of one's own" has become Zhu Yueming's first step to break through the bottleneck of growth.

In the middle of 90s, Zhu Yueming represented some Japanese brands of food and beverages, often dealing with MITSUBISHI, Itochu and other large trading companies, "why do the circulation enterprises of an island country do such a big job? Do they not do much in China's circulation enterprises, especially those who do our business?"

Zhu Yueming hesitated.

In the end, he figured out that Japanese enterprises were running weiqi, laying stress on layout and pursuing cooperation.

After 2000, Zhu Yueming began to evolve towards the role of a super distributor and a distributor.

Brand awakening: "Shang Yuan" brand surpasses product brand

Through product innovation, the "business source" brand and personal brand will be promoted, and the potential products will become brand and famous brand through the "Shang Yuan" brand.

An agent's business philosophy, perfect management and logistics advantages will finally be concentrated on its brand image.

Customization, OEM and buyout are only a way for dealers to build their own brands.

The competition between agency and distribution industry will inevitably go to the way of resource acquisition and brand merger.

After one or two years of hard work, it has become the top selling liquor brand in Zhejiang market, occupying 70% of the profit share inside the company.

Through Zhu Yueming, a group of people was trained, weaving a net, validating some practices in the operation of the market and building brand, bringing the popularity of regional market operation.

In recent years, customization, OEM and buyout management have been adopted by many powerful dealers, especially in the beverage industry, which is increasingly homogenized.

From managing others' brands, to some extent, having their own brands, moving from a pure circulation enterprise to a brand marketing company, this is the obvious progress of some large Chinese distributors, and is also one of the pformation schemes that they seek to break through in the upstream and downstream terminals' encirclement.

Zhu Yueming is well versed in this way, but he can see further.

At the beginning of 2000, the success of Hangzhou's market led to Zhu Yueming's deeper thinking.

Though it is its own brand, it will not lose it, but if it does not sell well, what should we do?

What is the best selling brand of their agent without the agency right?

Only when we cultivate other brands as soon as possible, we can create a brand of our own service, and then get rid of the fate of traditional dealers being controlled by products.

In May 2003, in order to establish a brand new and clear brand idea, Zhu Yueming changed the original "Zhejiang commercial food and Beverage Co., Ltd." to "Zhejiang Shang Yuan Food and Beverage Co., Ltd.", and designed a brand proposition and brand recognition for the enterprise to make people listen to one eye, make people look at one eye and brighten the eyes.

"The important thing is to set up the brand of" Shang Yuan "and set up the brand of" Shang Yuan Ren ", Zhu Yueming said.

The new concept brings a brand new Trinity and a comprehensive brand concept for business source. Through product innovation, it promotes brand and personal brand of "Shang Yuan" brand. Through the "Shang Yuan" brand, the potential products are formed into brand and famous brand, which solves the contradiction between people, products and enterprises from the theoretical height.

The management philosophy, perfect management and logistics advantages of an agent are finally embodied on its brand image.

Customization, OEM, buyout management and so on are only a way for dealers to establish their own brands. Competition in agency and distribution industry will inevitably go to the way of resource acquisition and brand merger.

Dealers change: "business unit + sharing platform" mode to enhance tension

All departments are running a product independently. They are responsible for financial accounting alone. They are responsible for the promotion of products in all channels. But they do not leave the whole system of the company, but share the business planning system, distribution system, logistics system, management system and financial system platform, so that resources can be utilized most.

In the early 90s, in the state-operated large-scale sugar and tobacco wholesales enterprises, they were organized by category. They were divided into sugar, tobacco, liquor and so on. At that time, Zhu Yueming used the channel to divide the organization of enterprises, and set up corresponding business departments in different formats such as business super hotels, wholesale markets and so on. Different products could share the same channel resources.

Since 1994, Zhu Yueming has ushered in a period of rapid development, with more and more agency products. At the same time, the problems hidden in the original organizational structure have also emerged: in the same way, because of the benefits brought by the strong products to the business people, the promotion of disadvantaged products is a thankless task, resulting in the weaker situation of the strong Yu Qiang and the weaker; while the same product is divided into different channels, controlled by different people, and the product lacks unified layout and overall image establishment; because of the strip segmentation and mutual penetration, a product appears in a channel, such as accounts and other issues, which will affect the overall operation of the product.

After 1998, due to the exemplary role of Elliott, Zhu Yueming signed a series of brands of liquor, wine and beer in succession. But until 2003, he still walked the same way as before.

Zhu Yueming began to wonder: why can't one hand catch two fish?

The same type of products, different grades, positioning, different practices, different products are more different, after 2003, Zhu Yueming introduced a new shared platform based business unit system to solve this contradiction.

Each brand corresponds to a business unit, and the business department is responsible for the promotion of products in all channels.

Now, there are eight major business units.

At the same time, as a new brand marketing company, Shang Yuan has set up a market-oriented organization structure represented by the planning department, conducting market research, branding and promotion, formulating marketing strategies and plans, and serving all the brands of the business source.

In this way, although all business units operate independently and independently, they do not leave the whole system, but share the business planning system, distribution system, logistics system, management system and financial system platform, so that resources can be maximally utilized.

The division is a fully competitive mechanism, each division has its own cost accounting, but it must cooperate with each other, because there are many resources shared among different departments.

This mode can be quickly copied in new products, and a new business unit will soon be formed.

The "business unit + sharing platform" mode has laid a solid foundation for the expansion of business sources and products in terms of organizational structure.

"Business unit system is large, medium, small, medium and large.

Single business unit is small and business source is large.

Even if the small part dies, it will have little impact on the whole, and only small can not enjoy the great resources benefits.

Zhu Yueming said.