Author丨Xing Renbao.
In late October, China's third quarter report was released, and both the total retail sales of consumer goods and the data on service consumption were improving. However, looking at the FMCG brands in the third quarter, there is still a situation of "a few happy and a few sad".
The end of the first year after the epidemic is of different significance to the major FMCG manufacturers, how to stabilize the stock, dig up the increment, seize the last opportunity to check and fill in the gaps, and win the closing battle?
Based on past experience, the author shares some ideas with the beverage industry as an example, hoping to give some inspiration to manufacturers and friends.
The goal is the same, and the reward and punishment are rational
Stabilize the price and protect the profit
(1) Case:
As a dealer of a brand for many years, Lao Zhang has felt difficult this year. As of October, the sales progress for the whole year was only 70%, nearly 10% behind the same period. Whenever the regional manager of the manufacturer asks for payment, the heart is always angry, this year's market sales are poor, the inventory is maintained for several months more than 3,000 boxes are not seen, and the market is also disturbed by cross-regional goods. Lao Zhang's state is basically that he has lost confidence in completing the annual sales target.
(2) Problem analysis:
At the beginning of the year, when the epidemic was released, many manufacturers had too high expectations for the market, but the confidence of many customers plummeted, and consumption did not recover as quickly as expected. In the sprint stage, if the manufacturer cannot agree with the customer on the goal, face up to the customer's problem, and provide quality assistance to the customer, the result will inevitably be a lose-lose situation for the manufacturer.
(3) Solution:
1.Seek consensus. The manufacturer took the lead, and the manufacturer linkage sprint mobilization meeting was held in early November. Focus on three major topics: business review and let customers tell their pain points, manufacturer resource inventory and marketing plan interpretation, and jointly clarify the bottom goal and challenge goal. This is the first step in the work before the sprint, dare to put the problem on the table, the manufacturer to show the attitude, the customer to participate in it, also called confidence.
2.Stabilize the morale of the army. In the sprint stage, pressure is inevitable, in order to save life (to complete the sales task), some business personnel collude with customers to dump goods at low prices is a taboo in the sprint stage. If the price cannot be kept, it will directly hurt the interests and enthusiasm of customers, and the more money is collected, the more you will lose. At this point, manufacturers must come up with thunderous means to strengthen the punishment of rushing goods, so that customers can rest assured and protect the best lifeline.
3.Profit first. At this stage, the major manufacturers are more fierce in the competition for customer funds, and this year's closing incentive should be front-loaded, and the good start should be played together with the closing battle, and don't wait until December. Be sure to calculate this account for the customer, so that the customer feels that keeping the money for themselves is the best choice.
Data first, benchmarking against tables
Find shortcomings and make up for weaknesses
(1) Case:
In the process of reviewing Lao Zhang's business with manufacturers, Lao Zhang repeatedly emphasized that his market sales were not good, all outlets were in serious decline, and the sales target should be greatly reduced. However, the manufacturer's personnel did not agree with such an overly general statement, and the communication was at an impasse.
So the manufacturer shared a data table with Lao Zhang, and analyzed the distribution of outlets under the jurisdiction of Lao Zhang's regional market by channel and grade, helping Lao Zhang to have a clearer understanding of the distribution situation in his own market this year.
Looking at the data, the manufacturer's business personnel continued to introduce the management requirements and resources invested in various types of markets this year, and Lao Zhang knew that many of the following executions were out of touch with the strategy.
(2) Problem analysis:
The management style of dealer bosses is easy to be out of touch with the management requirements of manufacturers, and the understanding of marketing requirements between manufacturers is not synchronized, thus missing market opportunities. The data analysis and strategic advantages of manufacturers and the advantages of local resources of dealers cannot be maximized.
(3) Solution:
1.Look at the status quo. Before the final sprint, manufacturers need to fully share the sales data of correction, and the manufacturers take the lead in the multi-dimensional analysis of the sales volume of the market segment from the wholesale, channels, and the number of outlets year-on-year, and at the same time, the manufacturers jointly visit the market to visit and check the implementation of the marketing strategy, and analyze the real area and reasons for the decline in sales.
2.See the competition. Manufacturers work together to find out the sales of major competing products in the local marketIs it new?Is it a resource?See what the competition did right and what did it wrongWhich positions were lost?
3.Rational problems. Based on the above analysis data and market visit diagnosis, the current sales decline problems are comprehensively listed in different dimensions, such as channel management, channel execution, resource investment, marketing, etc., which are not in place, and which ones should be quickly snatched back from competing products.
Problem-oriented, grasp the big and let go of the small
First the most important and then the lightest
(1) Case:
Lao Zhang visited the market with Mr. Wang, the marketing director of the manufacturer, and found many problems, how to solve themLao Zhang proposed to let Mr. Li first give some expenses to do the channel**, put the goods in his warehouse to the following secondary customers, and then re-plan the route, implement the daily visit action in place, and then give more resources for distribution.
Mr. Wang held a different view and told Lao Zhang that the most urgent goal at the moment is that there is a problem with the price order on your side, and the secondary customers have no willingness to stock up. We must first stabilize the price, and customers at all levels are profitable to sell this product, which is the most important thing. I suggest that the wholesale market on your side be out of stock for half a month, and invest in channel resources first, and channel resources should be prioritized in the core market where the price is stable.
(2) Problem analysis:
Manufacturers face problems together, with different positions and different ideas, and the ultimate goal is a win-win situation, but it must not be the manufacturer's batch of resources and the customer's pressure on the goods. For dealers, it is necessary to quickly transfer the risk and start anewOr do you want to solve the problem at the root and get a new lease on life?This requires the two sides to unify their handling principles and work together to pool their wisdom for the long-term and healthy development of the market.
(3) Solution:
1.Grasp the key. There are many problems in the market, in a short sprint stage, how to quickly reverse the situation, which requires both manufacturers to firmly grasp the core problems of the current market, such as the case, the continuous decline in sales, analysis of many reasons, the most important is the local wholesale market prices, customer profits are damaged. If this problem is not solved, the market will have no thrust, and customers at all levels are reluctant to press goods. Heavy penalties for restocking customers are the most powerful penalties.
2.There are priorities. In the sprint stage, it is also necessary to quickly solve the market legacy problems of core channel stores, and tilt resources to quickly recapture the grain production positions seized by competing products, and finally adjust the route planning of business personnel to improve KPIs such as visit completion rate.
3.Evaluable. The solution should be quantifiable and evaluated by business personnel, not a slogan.
Festival inventory, resources in front
There is a standard re-incentive
(1) Case:The weather cooled down in November, and beverage sales entered the off-season. Although Mr. Wang, the marketing director of the manufacturer, analyzed the pulse of the market, Lao Zhang still felt bottomless about the completion of the sales target.
Mr. Wang took out a one-page plan for Lao Zhang from his pocket, Lao Zhang, don't worry, you look at this, the plan lists the local cities, counties and village markets and folk festivals in detail, in addition to the crowd analysis of these festivals, and correlates the most suitable SKUs for sale in each consumption scenario, as well as the marketing schedule, resource investment budget, etc., Lao Zhang can't help but admire the sales boss of this brand after reading it.
(2) Problem analysis:In the sprint stage, the most needed is to establish the commanding heights of rapid distribution of many products, so that customers can "reduce inventory and dare to purchase", many visible sales opportunities are visible to all manufacturers, but they are also the most competitive, and there are many sales opportunities that are invisible, and they need to be carefully explored. Manufacturers should help customers transform their sales thinking, deepen the market, and truly penetrate their own market.
(3) Solution:
1.Expand your thinking. At present, consumption is sluggish, and the leading role of consumption guidance is being strengthened, historical culture, folk culture, catering characteristics, night shopping and night tours and other theme activities are emerging in an endless stream in various places, for brand manufacturers, we must actively integrate and participate in it, and make the business work flexible and promoted, so as to help dealers quickly distribute inventory while establishing a strong brand cognition.
2.Dump resources. Manufacturers should take a comprehensive inventory of existing resources and focus their money on activities and stores that can really drive distribution. In the last two months, it is necessary to put an end to casting a wide net and investing in grain. In addition, manufacturers can design and invest some product gift boxes or handle packaging that fit various types of sales scenarios for dealers to increase the unit price of customers.
3.There are incentives. On the basis of the normal salary performance of business personnel, special incentives are carried out, such as special promotion and distribution on festivals, special box display in community stores, and single-box commissions are set up, so as to fully stimulate the enthusiasm of employees. The simplest and most straightforward incentives are often the most effective.
The canal is linked, and the atmosphere is created
Set a benchmark and set an example
(1) Case:
In accordance with Mr. Wang's deployment, Lao Zhang grasped all kinds of distribution opportunities in the sinking market, and the inventory dropped by more than half in half a month. With the manufacturer's control of the second batch of indiscriminate prices, the willingness of terminal stores to purchase has also begun to rebound in an all-round way.
Lao Zhang and the business team below have a great increase in confidence, and at this time, Mr. Wang invited Lao Zhang to visit the market in neighboring cities. Mr. Wang said that the foundation of each market is different, but what is the sales atmosphere in the market at the sprint stage, let's visit the model market today. See what else we can do.
So Lao Zhang, under the leadership of Mr. Wang, visited the model street, model store and model township market of the excellent market, saw a strong sales atmosphere, participated in the channel order meeting, the core terminal order meeting, a few days down, Lao Zhang couldn't help but give Mr. Wang a thumbs up, the leadership of the unity of knowledge and action is the greatest wealth of dealers.
(2) Problem analysis:
The final stage of the sprint, must be a comprehensive pull up of the sales atmosphere, from the terminal to the channel, see the manufacturer's management attitude, strength, customers at all levels have confidence, the product has a push and pull force, at this time it is necessary to make a strong atmosphere, create momentum quickly, and beat competing products in the consumption scene.
(3) Solution:
1.Heavy atmosphere. Carry out vivid competition between business personnel, compete from posters inside and outside the store, fence paste, price tag use, stacking display, etc., and formulate differentiated standards according to the different levels of channels and outlets, large stores and small stores. In stores where crowds gather, or where new local stores open, do a good job of brand promotion, such as store sign production, large umbrella placement, wall advertising, etc.
2.Do linkage. At the end of the year, the order will be indispensable, to invite influential customers to participate in the platform as much as possible, let them share their business operations on the spot, make a sense of ceremony, reflect the meticulousness and heart of the manufacturer, do not make a prize for eating, drinking, and drawing, cheering and going through the motions, and be more attentive than the opponent in the details.
3.Set the benchmark. Commend the business personnel who do well in the sprint stage and the channel customers who fully cooperate with the sales sprint, and give physical rewards. To be recognized at a company-wide mid-year meeting, to be seen by other customers across the region.
In the period of stock competition, whether from the perspective of marketing cost or sustainable development of business, it should be to seek stability first and then increase. The territory that has been laid down must be defended to the death and cannot be lost, and the market incremental opportunities must fully stimulate the determination of the manufacturer team to move forward bravely in order to better grasp it.
In the final sprint stage, we must first solve the remaining problems in the market, clear all kinds of obstacles, let manufacturers give full play to their respective advantages, manufacturers give customers confidence, customers let manufacturers rest assured, and at the same time, we must give customers and teams more incentives than competing products.
About the author: Xing Renbao, with 14 years of experience in marketing management, has served famous FMCG companies such as Coca-Cola, Yili, and Red Bull, focusing on corporate marketing diagnosis, vendor relations, channel operations, and digital transformation.