At present, the national warehouse with a large platform to develop rapidly. Big warehouse distribution platform has three advantages: scale advantage, integrated distribution, direct to users. Dealers' warehouse allocation capacity cannot be compared. It is a trend for warehouse to be stripped from distributor function.
After the warehouse allocation is stripped, the value of distributors is to become operators that are difficult to be replaced by large platforms.
So, what is a carrier?
On January 12, 2019, the first "New Marketing Opening Year Seminar" was held in Zhengzhou. Mr. Zhao Bo, the founder of "New Distribution", made a speech on "FMCG Industry New Marketing New Channel Digital Transformation Conjecture". In the speech, a topic was mentioned: "Logistics warehouse allocation is gradually separated from distributors is a trend". A participant dealer reacted strongly on the spot and stood up to have a direct dialogue. His general idea was: if the warehouse is gone, what can the dealer do?
I can understand: if stripped of the warehouse distribution, dealers will be very lost. I don't know what else I can do.
Dealers' daily work, mostly around the distribution of warehouse. Without the warehouse, how much will be a bit lonely, at least will be much colder.
Let's take a look at the dealer's job in traditional deep distribution.
The reason for the warehouse allocation, because there are orders.
The reason why there are orders, because there are customer situation, shop goods, display, promotion, shopping guide. These works are collectively referred to as promotion.
Early "merchants" were like caravans. Carry the goods, even on the road to sell. Some small dealers still do. However, this approach is very inefficient.
Later, the big business gradually into the sales visit system. It is much more efficient to separate orders from warehousing.
Later again, head brand competes fiercely in central city, disrelish dealer is invested not enough. Therefore, the head brand began to direct marketing (promotion, orders completed by the manufacturer), distributors into distributors, financing providers.
This makes some dealers have the illusion: even if the other work is done by the manufacturer, at least there are warehouse allocation work can be done by the dealer, the manufacturer's dry warehouse allocation cost is too high.
This delusion is deadly!
Chinese channels have always been fragmented, which is difficult to be specialized, and specialization requires scale support. This is the dealer set promotion, orders, logistics, capital four functions of the reason.
In the digital environment, some work is still fragmented. For example, the promotion must be localized, and the orders also need local operators. However, some work must be done to form a national public platform.
Logistics warehouse with such!
Logistics warehouse allocation is a typical field to form scale advantage, the future must have a national platform.
In 2014, B2B heat dropped rapidly, an important reason is the lack of a national logistics warehouse with large platform.
Recently, the national logistics platform has gradually taken shape. The leading brands in some industries are moving in. Midea Group's "Ande zhilian", is a national logistics warehouse matching platform. The service industry is not limited to 3C products, but also includes a large number of FMCG. ANDZL has central warehouse, sales warehouse, agent warehouse and store warehouse in every province. The company has distributed 5 million square meters of warehouse management area, 138 distribution centers and more than 3000 delivery outlets in China.
National logistics warehouse with a large platform, has three advantages: scale advantage, integrated distribution, direct user.
Hundreds or thousands of warehouses across the country. It's scale.
Deliver the goods of all brand owners in the store at one time, and integrate the centralized delivery of goods on all order platforms. This is integrated delivery.Direct from the factory to the end or user, bypass the dealer, reduce intermediate links. This is user direct.
In most industries, the product from the off-line to the user's hands, about six times to go through the loading and unloading. Each loading and unloading is a cost and time loss.
At least one loading and unloading (inbound and outbound) should be completed for each channel level.
National large platform, proper planning, loading and unloading times can be reduced to 2-3 times.
Direct users, both can be direct B end (terminal store), can also direct C end (user), that is, there is no B end (dealer).
From the perspective of logistics warehouse distribution, it is a great waste to pass through the dealer (B end).The following is Ann Zhilian's "a plate of goods" logistics warehouse allocation path.
From the above path, bypass the distributor's logistics warehouse distribution is the optimal path.
In the field of logistics warehouse allocation, dealers will have two choices in the future: 1. If the manufacturer divests the logistics warehouse allocation and hands it over to a third-party platform, the dealers will have no choice. Head brands are likely to do so in the future; 2. If county-level (or city-level) dealers have advantages in the logistics warehouse, they can become local landlords of national big platforms. In this way, it is no longer a warehouse for a brand or proprietary products, but for the region of all the circulation business services.
At this point, some people may question: warehouse allocation divestiture and marketing digital what relationship?
It matters. Because of digital orders, scattered orders can be easily delivered to the warehouse matching platform and "integrated distribution" can be completed by the warehouse matching platform. Namely a terminal goods, unified distribution.
Scale advantage, integrated distribution, direct to users, which are the advantages of the large public warehouse distribution platform. These advantages, the dealer's small warehouse match cannot compare at all, the brand business is also hard to resist.
Wholesalers are "sitting merchants", dealers are "merchants".
More than 20 years ago, we criticized "businessmen" and praised "merchants". An important feature of "Xingshang" is to deliver goods to the downline. Until the depth of distribution delivery to the terminal.
Without the warehouse distribution function, the dealer is no longer a dealer.
When the manufacturer divests the warehouse distribution business from the dealer, the core function of the dealer will change. The more consistent view is to transform into a carrier.
Wholesaler → dealer → operator. This is the road map for the evolution of the middleman.
Five years ago, when we presented this idea, how many people did not believe it; Now, it's becoming a reality; In the next few years, most will be forced into transition.
Even if it's not currently being spun off, be prepared for the day it happens.
So-called ready, is to become an operator, not afraid of warehouse allocation function stripping.
Dealer to operator, what is the core function?
The operation includes two aspects: one is the 2B function of traditional deep distribution; The second is the function of BC integration under the digital environment.
The 2B function of deep distribution need not be detailed. However, under the environment of channel digitalization, deep distribution should be digitalized accordingly.
There are two ways for operators to digitize their channels: 1. Big brands must have their own independent digital platform, so they just need to do a good job in digital operation; 2. 2. Big business must establish its own independent digital platform. A large number of small and medium-sized brands do not have digital platforms, but operators must establish their own independent platforms in order to complete comprehensive digitalization. As far as I know, from 2020 onwards, there will be a great enthusiasm to build a digital platform.
The digitalization of 2B will be the basic skill of operators in the future. As a basic skill, doing well is the premise, even if done well, also do not produce competitiveness. But if you don't do well, you fall behind.
The real value of operators will be reflected in the integrated operation of BC.
Marketing digital, the premise is the user online.
But why are users online? How can users stay online?
Users are online, which means that FMCG top brands have hundreds of millions of users online. So far, no brand has managed to do that, not even Xiaomi, with its super APP.
Deep distribution, the head brand to do "millions of terminal", now to do a hundred million users online, who will do?
The answer is the carrier.
According to our research on digitization, the logic of 100 million users online is: 1 million terminals, 10 million super contacts, 100 million users online.
Under the deep distribution system, manufacturers and dealers have accomplished the coverage of "millions of terminals", so this is the basic skill. The next step is to do "ten million contacts".
At present, there are three types of super contacts between terminals and users: the first type is based on the object as the contact, such as one yard of object; The second kind is the human contact, such as shop guide, shop owner, shop assistant, KOC; The third type is the store as the contact point, such as shelves, freezers, POP.
Three types of contacts are the means to complete the user connection and realize the user online. Without these jobs, users online are empty talk.
These work, the brand business can do nothing, there is no grasp; There is nothing to do on the line.
Dealers who have already completed deep distribution are best placed to do this. Therefore, in the early days of channel digitalization, this is the most important work for operators.
Once the user connection is complete, the online operation can be realized.
Online operations are divided into two categories: one is purely online operations, which are the rights of brand owners. It will be done through the "marketing automation" of the brand owners and has little to do with the operators; The other is BC integration, online and offline combination. This is the operator's main job.
FMCG is characterized by low single value, high consumption frequency and random purchase. So even if users are online, offline purchases may still dominate. This is a reality that must be recognized.
The essence of BC integration is to activate offline stores with a relatively high proportion of online operations. After all, there is a lot of store stock and a lot of offline.
Recently, a number of people have posted emotionally that digital is the online operation. According to the specific characteristics of FMCG in China, we believe that at least the current digital operation of FMCG must be activated online and offline. This is also the most leverage that digitalization can exert right now.
BC integration is a business model with leverage value. Pure online operations are not BC integration concept system.
Whether it is user access, or BC integration operation, must rely on local operators.
First of all, these involve both C and B end work, must have the participation of people.
Digital work, many dealers and terminal stores have worried that users online, whether the middleman will lose value. In fact, as long as B-end is involved, localized operators must be valuable. They cannot be separated from personnel participation, customer feelings and relationships.
Stripped of the warehouse with functions, dealers can not rely on the "price difference" to make money, but the value of the operator, the final performance will be flow.
User touch is the establishment of traffic entry, BC integration is traffic activation, finally is the flow. However, this flow is different from the flow of platform e-commerce