渠道营销kfs分析------曝光姜杰团队决胜商海的秘密武器（Channel marketing KFS analysis - secret weapon exposure Jiang Jie team to victory）

渠道营销kfs分析------曝光姜杰团队决胜商海的秘密武器（Channel marketing KFS analysis - secret weapon exposure Jiang Jie team to victory） 渠道营销kfs分析------曝光姜杰团队决胜商海的秘密武器 (Channel marketing KFS analysis - secret weapon exposure Jiang Jie team to victory) Many experts pointed out: the vast majority of Chinese enterprises, had no competition ability, is all because the "channel members" with them "not one". I also hold a similar view. However, I see this phenomenon as a business opportunity for me, myself and my clients". Just imagine, the vast majority of enterprises are not properly handle relations with the channel, as long as we grasp the marketing channel, we can easily move Chibian days, than most competitors, not Yoshiya?! Nearly twenty years, as a business consultant, I with my partner and customer management team for the Guangdong Shuijingfang liquor, Anhui Shahe, Guangzhou king wine (wine Jiannanchun commodities taste good wine), Guangdong's red sun wine (red wine, Yantai Wuliangye sun) Great Wall Red Wine Ghinva jelly, Guangdong, Guangdong Jiangmen, Guangdong Cordyceps stew Foshan soontrue machinery enterprises, each of which can be very smoothly in order to win, The weak overcame the strong. success ". But we shouldn't have much sense of accomplishment. Because every time, just use the "strong weak opponent can play" the "channel weakness", but is "the weak strong, the strong bullying the weak, and not the front battlefield" The weak overcame the strong". Then, what is the key factor of "success", "mending the weakness of the channel", "striving for channel cooperation", and "successful key factor" for channel marketing success? KFS First, "tactics" can not solve the channel problems The vast majority of enterprises have Chinese "channel weakness" this fatal flaw, we only need a little capital enterprises can seldom attack and "yijianfenghou". This situation is not due to the majority of business operators "stupid"; on the contrary, because our operators are too "smart", or too smart". We have 5000 years from a "cultural politics" traditional country, we are too smart, too obsessed with "unique" and "ideas", so believe in yourself than other channels members are more intelligent, others "low quality", so that we can be "invented" one by one "approach" to "control channel" and "calculating channel" and "stimulus channel" and "mobilize the enthusiasm of the channel". Now, these tactics have failed. No matter how much money we spend in the past, our Enterprise Building still live on the beach. Just under the table, we may at any time be strong or weak opponent with a gentle push and push down from Oliver, "like a clay ox entering the sea no news". 20 years, our "invention" tactics and weakness, listed as follows: Trick Weakness Do brand, expand brand to consumer Appeal to reduce dependence on channels The new consumer brand tree, easy to aggravate, difficult to break the brand; In shopping decision-making, the weight drops; the cost of tree brand increases sharply Sending bribe terminal or consumer gifts to stimulate terminal enthusiasm; advertising to attract consumers with "concept"; to reduce dependence on channels First, advertising investment "diminishing marginal benefits"; second, "concept marketing" deception Consumers, risks are expanding; others "Low price" sold to "total distribution" or "product" Brand operators ", is not responsible for the promotion of generation The mortality rate of product brands is very high Death; and perhaps even the manufacturer's "origin brand" will also be lost (3) the day of success of the latter is the time of "guest bullies" or "divorce" Establish joint venture company with distributors", Managing regional assets The beach is just an overdraft Alliance: dealers in the local resources, once the decline in competitiveness in the local dealer, will have to die Self established branch company, or even set up exclusive stores Vowed to become the worst dealer in the local area; strong buying can not integrate itself Resources, to cover the lack of paper wrapped fire channel capacity Protect the district with the method of deposit Domain"...... There is no understanding of the key points of channel mastery"...... Three, the secret of Jiang Jie team: create value for the channel Channel value is the value created by the enterprise for all members of the customer channel, such as dealers, related social resources, human resources, and consumers. The success or failure of an enterprise or product does not always depend on internal factors such as capital, scale, technical patent, for example, the first-class product is often inferior to the second rate product. Because the success or failure of enterprises or products depends on the integration and matching of "channel resources"". However, the ability of enterprises to integrate and match channel resources, in the final analysis, depends on the amount of value you create for channel members. If you are in the sum channel, not even be neither too familiar nor too distant, opposition, from the "value" point of view, will have the following questions: (1) give you channel members to create value, than your request; the value creation is not known; the creation of undervalued value created is not needed; Kotler said, "marketing is to find customer value, customer value creation and delivery of customer value." Marketing channel, is certainly "find the required channels, and you can also access the values that are required to create a channel, you can also obtain the required value; transmission channels, and you can get the value of the value." Procter & Gamble WAL-MART how to create value with each other, and thus "control channels" case, is a strong proof of "channel value theory". Through this case, we can see that, compared with "channel trust", "life community" and so on, the fundamental role of "value" in channel marketing: Procter & Gamble - WAL-MART turned out to be very sharp contradiction between the two companies, both business people frequently conflict, even Pury Chet could not see Sam ? Walton; on the other hand, Procter & Gamble biggest competitor with the most powerful retail enterprises, WAL-MART Kemat is very friendly, Procter & Gamble - k-marts both sides in the "trust", "the level of responsibility" is no problem. However, k-marts refused to cooperate in the Procter & Gamble, "value" aspects of the proposal. Procter & Gamble has to convince WAL-MART. In July 1987, Pury Chet invited Walton to come to Arkansas in Spring Lake Tourism -- this is referred to as a "landmark meeting" "value exploration and evaluation activities. Within 3 months, Procter & Gamble WAL-MART set up a collaborative team, began to create value each other: (1) realizing common information by means of computer; (2) P & G uses WAL-MART to increase production and delivery efficiency by Invoicing data; (3) both sides of the financial, circulation, production and other functional departments form a special cooperation team, sent to WAL-MART to implement collaborative management. (4) In 1989, WAL-MART began to implement supply chain management for Procter & Gamble diaper products, build JUST-IN-TIME automatic order delivery system; WAL-MART is no longer engaged in the logistics activities, the two sides have on each transaction conditions (such as price distribution, etc.) to negotiate, shorten the purchase, storage, sorting, replenishment, sales to the whole business process of the time; the financial settlement is no longer a check material form, completed by electronic equipment, computer terminal etc.. Through value creation, P & G gets the following value": (1) the decrease of transaction cost; (2) with the help of MMI system, it is very easy to make and implement the enterprise marketing plan; (3) it is possible to reduce costs and risks in the library through automated ordering systems; (4) due to the implementation of marketing alliance strategy improves factory productivity, build a flexible production system, reduce raw material procurement costs, reduce the price fluctuations due to loss of opportunity; (5) because of the exclusion of intermediate circulation, the cost of circulation is saved WAL-MART gets the following value": (1) reduction of transaction costs; (2) compression of Library cost and risk; (3) the reduction of indirect costs resulting from paperless trade; (4) the reduction of manpower cost, such as personnel arrangement and re allocation; (5) reducing the cost of multi link circulation. Immediately, the field of cooperation gradually expanded, "Value" is further amplified: 1991, Procter & Gamble sales in the U.S. market ($15 billion 300 million) in 11% by WAL-MART; in 1992 this figure rose to 20% ($15 billion 600 million in 20%). Since March 1993, WAL-MART has established EDI system with all suppliers through the evaluation of supply chain value, forming a production and marketing cooperation network (value chain) with WAL-MART as the core. WAL-MART for the establishment and the development of the new leather sales system, retail sales of more than the original in the first one, had to Procter & Gamble's offer a contemptuous disregard Kmart, becoming the first major U.S. retailers, the richest man in the world. Another example is my longest serving Jiang Jie team as a marketing consultant. First, the team was successful. Get started Shuijingfang, the Jiang Jie team is extremely limited, can be said that the financial strength is not worth mentioning, but 1 years sales of more than billion yuan, a "super high priced liquor" speeding the growth by far the most successful performance. Jiang Jie then joined team and funds have been exhausted, the king of Shahe Anhui creditors come every day, all the way to China, the integration of regional resources, making local advantage, nearly 9 months, as enterprises repaid the debt, retroactive wages, medical expenses of employees long-term arrears, and the ability to pay part of the tax, to repay part of the bank profit. Recently, the Jiang Jie team and to lower the cost of starting Jiannanchun taste of the product of the Guangdong wine market and Wuliangye red sun wine, wine taste of the product with small scale of funds started less than a year, the cumulative sales of tens of millions, Guangdong this year to become the highlight of all newly introduced varieties of. Second, the most important reason for the success of Jiang Jie team is also to create value for customers. (1) comprehensive introduction of systematic tools to evaluate value According to Kotler's theory, we have developed a set of systematic tools to evaluate "value". We have taken the lead in exploring and evaluating the value of channels: With our core competence and our value proposition, who needs the most, the most important of our creation, offering; with our strategic objectives, "who are our enemies, who are our friends, friends and you. (2) design the channel planning scheme based on the principle of "value creation" and "maximize the marginal effect of resources". Design channel strategy on the basis of customer value and enterprise strategy. Including: channel combination (combination of dealers, marketers, investors and other partners; resource developers) (matching, number combination, time combination) to integrate the marketing resources; regional planning tools, etc.; scheme of regional marketing chain "". (3) building the internal value chain, and cultivating the team that can create value for the channel The channel members of the business is largely due to disunity, there are problems of enterprise business system for the channel to create value. The construction of the enterprise value chain for the Jiang Jie team: Strategic target decomposition and management. Strengthening the "process management" with "value chain design", and making the strategic goal of "creating value for channel members" can be implemented in all processes and obtain more reliable guarantee; The performance management system is consistent with the strategic objectives of the enterprise; The training and planning system has been deep into the terminal, becoming a conventional weapon and differentiated weapon for the channel members to create commercial value and non commercial value. System assessment tool we also import department staff, ability, ability to clear between the gap between the target and the diversification of the matching model, the training management system, occupation career planning and the existing staff ability and direction, Department of human resources structure, enterprise strategic objectives consistent. Personally think that this is the Jiang Jie team can always create value, thus the total channel members with channel members with one of the "secret weapon invincible". Author Ceng Xiangwen, deputy professor of China marketing college and Deputy Secretary General of China Marketing Association, has long provided enterprises with customer orientation, dealer promotion, business system improvement and other services; Is the long service products are Guangzhou gungho wine company Jiannanchun commodities taste wine, Wuliangye group in Guangzhou red sun wine company, Guangdong Jinwa food (jelly), etc..