“数字化升级，使消费者运营成为可能。”
记得10多年前互联网电商开始席卷大地的时候，不少人兴奋不已，豪言“不出多久，电商将跟线下平分秋色”，甚至“将彻底革了线下的命”。
时至今日，当初的豪言壮语已不再耳闻，反倒是“线上流量见顶”“重回线下”“线下的机会来了”的声音此起彼伏。
对于线下来说，机会确实来了。但是，经历了移动互联网、大数据、人工智能、云计算、物联网等数字科技的熏陶之后，线下显然不能再走传统老路了。那么，线下该如何与时俱进，跳脱出传统老路呢？我们不妨来看看江苏洋河酒厂股份有限公司对线下经销渠道的数字化改造升级。
一、深度分销：快乐并痛苦着
20年来，洋河能够在竞争激烈的白酒行业中快速崛起，并长期保持头部优势，一个非常重要的原因在于，它实行扁平的F2B2b（厂家到经销商到终端店）深度分销模式，深耕线下渠道。
虽然洋河也是将产品批发给经销商，但它的动作并没有就此打住，而是接着帮助经销商建渠道、卖酒。
比如，洋河派出自己的业务人员，和经销商的业务人员一起开发和维护终端店网络；市场推广、终端陈列、渠道促销等活动，也由洋河策划和执行，并承担所有费用。
换句话说，对于洋河的经销商来说，它们主要负责把自己仓库里的产品配送给终端店、保证自己的资金周转就行了，建渠道、卖酒的事，都交给洋河。
就在这种让经销商、终端店更容易赚钱的深度分销模式下，经销商和终端店的积极性被大大点燃，洋河的渠道网络迅速打开，并从江苏扩散到全国。
如今，洋河拥有一个8000多家经销商、五六十万家终端店组成的渠道网络，而为这个庞大网络服务的，就是洋河旗下4家销售公司的61个区域事业部，共计6000多名业务人员。
营收规模从2003年的几亿元，增长到2011年过百亿元，再到2021年的250多亿元，深度分销模式让原来偏居一隅的洋河奇迹般地实现了逆转，并成长为行业头部企业。
但是，随着渠道网络快速扩张，以及业务人员、经销商和终端店规模不断扩大，在深耕渠道的过程中也开始浮现出一些问题。
首先，洋河和经销商的业务人员日常的主要工作是，巡访终端店、执行营销活动、落地门店促销、管理门店陈列等。随着业务人员数量增加，加上分布在全国各地，他们日常工作是否都能到位、规范、有效，就成了一个问题。
其次，洋河的渠道推广和营销活动，都是洋河自己主导并承担相关费用。它该给哪些经销商做品鉴活动，给哪些经销商返点奖励、奖励多少，给哪些终端店搞促销，依据的都是经销商和终端店的库存和销售情况。但是，洋河并不完全掌握这些情况，也就无法精准、合理地分配投放费用。
最后，就是传统代理经销模式中的一个顽疾——窜货甩货问题。这种窜货甩货行为，势必会影响厂家的整个价格体系，以及整个经销渠道的市场秩序。而要解决这个问题，洋河最好能够实时了解经销商和终端店的库存状况，以及所有货在渠道体系中的具体流向。
那么，洋河怎么化解上述问题呢？“要大规模深耕渠道，背后就需要有数字化做支撑。”洋河股份数字化运营中心总经理姚忠明回答道。
二、渠道数字化：让整个渠道透明、活跃起来
在走渠道数字化这条路上，从国内白酒行业来看，洋河是比较早的。
1. 渠道管理信息化
2013年，洋河就启动了渠道数字化。在6年时间里，洋河分两期建设了ERP（企业资源规划）系统，对整个经销渠道的订单流和资金流进行管理。
接着，洋河引入SFA（销售自动化）系统，对业务人员怎么拓店、怎么巡访和管理终端店、怎么支持终端店做促销等工作事项，进行规范化、标准化管理。
然后，洋河又投入了全营销系统的建设，主要包括DMS（渠道商管理系统）。
“我们把渠道的控盘分利规则做到了系统里面。比如，一瓶酒终端店可以挣15块钱，经销商可以挣10块钱，返点奖励以什么形式给到它们，才不至于让它们压低价格，宁愿少挣5块钱。”姚忠明解释说。
通过上述数字化建设，洋河化解了F2B2b模式中出现的一些问题，但仍有一些问题没有完全解决或触及。
比如，洋河当时可以知道经销商拿了多少箱货，但是，经销商的货什么时候给了哪个终端店，到了终端店后，每箱里面的每一瓶酒又卖给了哪个消费者，消费者隔了多久在哪个终端店又买了哪款酒，这些信息却没有办法掌握。
又比如，洋河的F2B2b模式并不完整，因为洋河的产品最终是要卖给消费者的，而F2B2b这个渠道链条恰恰缺少了消费者。所以，只有把F2B2b升级到F2B2b2C，把消费者这个C连接进来，才算真正构成了一个价值链闭环。
洋河可以通过什么办法实时掌握货品在渠道中的流向，同时又能跟消费者打通？
2. bC一体化
2019年底，洋河在全营销系统中添加了一个码中台系统，采用的数字化技术就是一物一码。所谓一物一码，是指每个单位的货品上印有一个独立、唯一的二维码。
洋河的产品一般都印有三个码：一个是箱码，印在每箱白酒的箱体外面；一个是盖外码，印在每瓶白酒的盖子顶部；还有一个是盖内码，印在每瓶白酒的盖子内部。
箱码是给经销商和终端店使用的，它们在进货时都需要扫每箱货的箱码。这样，经销商什么时候进的货，进了多少货，终端店什么时候进的货，从哪个经销商进的货——反过来，经销商什么时候出的货，给了哪个终端店，经销商和终端店还有多少库存，这些有关货品流动轨迹、时间和库存的数据就一清二楚了。
盖内码是给消费者扫的，他们只有在拧开瓶盖，享用美酒时，才能扫到这个码。别小看了盖内码，它可以说是最重要的一个码。
一方面，每瓶酒的盖内码与其他两个码（箱码和盖外码）是相互关联的，消费者扫了盖内码后，实际就表明了两件事。
一是，消费者已经享用产品，所以，产品从洋河生产到消费者享用的整个价值创造、传递和获取的过程宣告完成。二是，终端店与消费者实现绑定，即“bC一体化”，双方建立了长期关系，为日后的深入互动创造了可能性。
另一方面，消费者扫码后，洋河在后台就沉淀了消费者的相关数据，比如地理位置、复购情况、产品偏好、消费周期等。这样一来，洋河就拥有了会员资产，就有机会对会员进行运营。
读到这里，你可能会问：消费者凭什么去扫盖内码？对他有什么好处？当然是有好处的。洋河在盖内码里提供了现金红包、积分等基础权益，积分可以在洋河的微信积分商城里购买产品时抵用，也可以用于兑换周边产品。
除了一物一码技术，洋河还建设了一个智慧中台，在业务端以手机App的形式供业务人员和终端店使用。
在这个App里，有一个门店助手模块。通过这个模块，业务人员可以对终端店陈列展示进行AI识别拍照，以判断陈列展示效果是否与洋河的要求保持一致，因为洋河给终端店投放了相关的市场费用。
终端店店主则可以通过门店助手，查询每天卖了多少瓶酒、挣了多少利润、有多少是再来一瓶等日常运营数据。
三、数字化威力：营收倍增，直达消费者
可见，洋河的渠道数字化并非一蹴而就，而是分阶段并伴随新技术的出现渐进展开的。经过近10年的建设，无论是对洋河本身，还是对经销商和终端店来说，渠道数字化带来了显著的成效。
从渠道数字化启动的2013年至今，洋河的营收规模差不多翻了一番，接近300亿元，继续稳居行业前三。
同时，数字化建设让洋河整个渠道体系中的货品流向完全透明，从生产到配送，再到消费者手中，货品可以全程跟踪。而且，经销商和终端店的进出货时间、数量等相关数据，也是一清二楚。全面掌握这些信息后，洋河做到了以下几点：
1. 深度分销模式的运营效率持续提升，对经销商和终端店的赋能力度不断加强，厂商一体化关系更加稳定。在营收规模接近翻番的情况下，洋河的经销商队伍只扩大了七分之一左右，从2013年的7000多家增加到如今的8000多家；洋河业务人员数量增加了70%左右，从2013年的3500多人增至如今的6000多人。
2. 更好地做到控盘分利。知道了每瓶酒在整个渠道中的动向，洋河就能够掌控好整个货盘，优化渠道资源，同时也能够根据公开透明的进出货数据，合理地解决利益分配问题，让经销商和终端店获得稳定的收益。
3. 科学管理市场秩序。有了SFA系统、门店助手等工具后，业务人员的日常行为变得规范化、标准化，他们能够巡访和管理更多的终端店，工作效率得到提升。同时，货品流向透明后，经销模式中常见的窜货甩货行为大大减少，整个渠道变得更加健康。
4. 实现销售政策和营销费用的精准投放。掌握了经销商和终端店的销售和库存数据后，洋河就能够正确地决定该向谁倾斜资源或给予奖励政策，又该帮助谁做品鉴活动或终端促销，从而做到有的放矢，避免毫无成效地盲目投放。
渠道数字化给洋河带来的另一大收获是，终端店与消费者实现连接，形成bC一体化，由此让采用经销模式的洋河直接触达消费者，并拥有极为宝贵的私域会员资产。
这份资产在如今的数字经济时代，是所有企业、所有品牌都梦寐以求的，因为有了它，企业就有机会与会员实现深入互动，从而创造出更大的价值。
从2019年引入一物一码技术到现在，洋河通过消费者扫盖内码，已经沉淀了近5000万会员，并通过会员中心小程序来运营会员，日活达到15万人。拥有这么庞大的会员群体，洋河就有机会打造出一个铁三角闭环。
“在洋河内部，我们有一个铁三角。第一个角是渠道，从我们的渠道中，我们获得了经营数据、销售数据、会员数据等。根据这些会员数据，我们拥有了自己的会员，这是第二个角。我们会对所有会员进行梳理分类，形成他们的用户画像，然后对他们进行精准的内容投放。内容就是第三个角，我们会向会员传递洋河的梦想文化，激发他们对美好生活的向往，以及对洋河品牌的认知，也会给他们推送合适、定制的服务和优惠，引导他们回到终端渠道，变成渠道的忠诚用户。渠道、会员、内容，构成了一个铁三角闭环，这是我们希望通过数字化能够建立起来的。有了这样一个铁三角，终端店和消费者的动销就会被拉动起来，从而带动整个渠道的货品流转。”姚忠明详细解释道。
洋河五六十万家终端店做的很多都是周边的熟人生意，店主平时就在店里待着，等着常客上门，并不会主动去跑客户。换句话说，洋河在终端店的销量，很大程度上得靠洋河去推动。
在渠道数字化之前，尤其是在通过一物一码沉淀自己的会员之前，洋河虽然也有渠道推广活动，但很多时候是广泛性的，没有明确和精准的受众群体，所以，营销推广投入是有点盲目的。
现在，能够直接触达消费者，并有了自己的会员后，洋河的营销推广活动就可以非常精准，甚至差异化定制。
比如，洋河可以圈定终端店周边一定范围内的会员，然后给他们推送这个终端店的促销推广活动，像新品免费品尝，吸引会员到店里来，以此加强会员跟终端店的黏性。
正因为有了差异化的精准营销，洋河将更多的会员引流到终端店，从而给门店带来更多的销售，并推动门店快速消耗库存，更频繁地向上游经销商进货。
对于经销商来说，终端店的频繁进货当然也让它们获得了更多的收益。除此之外，洋河的渠道数字化，也让它们能够更省心、更放心地承担好自己的角色。
作为合作伙伴和“家人”，洋河的经销商主要提供资金、物流和人脉资源。当渠道内的货品流转加快，进出货更频繁时，经销商的资金周转相应地也会加快，同样多的资金就能创造出更大的收益。
同理，货品流转更快，物流闲置就会减少，从而降低物流成本。业务人员工作更规范、效率更高，就能更好地利用经销商的人脉资源开拓市场。
四、挑战仍在
从洋河的铁三角来看，在渠道数字化的赋能下，这个闭环正在形成，并开始循环起来。但是，姚忠明坦言，“我们仍面临不少难点”。
第一，虽然洋河拥有近5000万会员，同时在线下渠道端也策划了不少营销推广活动，但从整体来看，目前对会员的运营主要放在微信端的会员中心积分商城里。也就是说，洋河现在拥有的会员基本上都是从终端店买酒扫码获得的，却没有能够使他们很好地反哺给终端店。
洋河接下来准备将全营销系统和会员中心进行整合，升级为洋河新零售平台，做线上线下一体化。比如，会员中心的积分商城只卖线下不卖的产品，同时会员中心继续做会员互动和运营，通过发展社区团购、企业内购等业务，让线下终端店来承接交付。
第二，通过一物一码、DMS等工具，洋河的整个渠道体系已经变得很透明了。洋河也能够依靠收集到的销售、库存、进出货等各种数据，做到销售政策和推广费用的精准投放，以及让经销商和终端店获得合理、稳定的收益。但是，还有一个环节让洋河颇感棘手。那就是，洋河没有办法采集到终端店的零售价格。
为了能够快速识别市场秩序的动态、渠道库存的异常变化，以及销售政策和费用投放的精准性，洋河准备从现有的数据仓库升级到数据中台，以更好地支撑业务场景。
“我们要把渠道中的所有数据摘取出来，在数据中台分析形成经销商画像和终端店画像，再基于千商千面、千店千面的分析结果，给它们匹配差异化政策。如果有的经销商异地扫码率高、开瓶率低，有的终端店出货异常快，就很可能违规，就会降低给它们的进货配额。”姚忠明解释道。
洋河的渠道数字化已经走过10年，能够一路顺利，并取得不错成效，在很大程度上得益于洋河把难事留给自己、让渠道伙伴轻松赚钱的深度分销模式。只有让合作伙伴——无论是内部的还是外部的——真正能够受益，任何变革转型都应该不太会有阻碍。
本内容有删节，原文《洋河股份：六十万家终端背后的助推器》
翻译：
“Digital upgrades make consumer operations possible.”
I remember that more than 10 years ago, when Internet e-commerce began to sweep the land, many people were excited and said that “soon, e-commerce will be equal to offline”, or even “will completely change the life of offline”.
Today, the original bold words are no longer heard, but “online traffic peak” “back offline” “offline opportunity” the voice of one after another.
For offline, the opportunity does come. However, after the influence of mobile Internet, big data, artificial intelligence, cloud computing, Internet of things and other digital technologies, it is obvious that offline can no longer follow the traditional path. So, offline how to keep pace with The Times, jump out of the traditional path? We may wish to take a look at Jiangsu Yanghe Winery Co., Ltd. on the offline distribution channel of digital transformation and upgrading.
1. Deep distribution: pleasure and pain
Over the past 20 years, Yanghe has been able to rise rapidly in the highly competitive liquor industry and maintain its leading edge for a long time. One of the most important reasons is that it adopts the flat F2B2b (manufacturer to distributor to terminal store) deep distribution model and deeply plough into offline channels.
Although Yanghe also wholesale its products to distributors, its actions did not stop there, but went on to help distributors build channels and sell alcohol.
For example, Yanghe sent its own business personnel to develop and maintain the terminal store network together with dealers’ business personnel; Marketing, terminal display, channel promotion and other activities are also planned and executed by Yanghe and all expenses are borne.
In other words, for the dealers in Yanghe, they are mainly responsible for distributing the products in their warehouses to the terminal stores and ensuring their capital turnover. The construction of channels and the sale of wine are all handed over to Yanghe.
In this deep distribution mode, which makes it easier for dealers and terminal stores to make money, the enthusiasm of dealers and terminal stores is greatly ignited, and the channel network of Yanghe is rapidly opened and spread from Jiangsu to the whole country.
At present, Yanghe has a channel network consisting of more than 8,000 dealers and 500, 600, 000 terminal stores. This huge network is served by 61 regional divisions of four sales companies under Yanghe, with a total of more than 6,000 business personnel.
The scale of revenue grew from several hundred million yuan in 2003 to over ten billion yuan in 2011, and then to more than 25 billion yuan in 2021. The deep distribution mode made Yanghe miraculously reverse its original position in the corner and grow into the industry leader.
However, with the rapid expansion of the channel network, as well as the continuous expansion of business personnel, dealers and terminal stores, some problems also began to emerge in the process of deep cultivation of channels.
First of all, the main daily work of the business staff of Yanghe and the distributors is to visit terminal stores, execute marketing activities, promote landing stores, manage store display, etc. As the number of business personnel increases and they are distributed throughout the country, whether their daily work can be in place, standardized and effective becomes a problem.
Secondly, the channel promotion and marketing activities of Yanghe are led by Yanghe itself and bear relevant expenses. It should be to which dealers to conduct tasting activities, to which dealers to reward points, reward how much, to which terminal store promotion, are based on the inventory and sales of dealers and terminal stores. However, Yanghe does not fully grasp the situation, it is unable to accurately and reasonably allocate the cost of delivery.
Finally, is the traditional distribution model of a chronic disease – channeling goods and dumping goods. This channeling and dumping behavior is bound to affect the manufacturer’s entire price system, as well as the market order of the entire distribution channel. To solve this problem, it is best for Yanghe to understand the inventory status of dealers and terminal stores in real time, as well as the specific flow of all goods in the channel system.
So, how does Yanghe resolve the above problems? “If you’re going to go deep into the channel on a large scale, you need to have digital behind you.” Yang River shares digital operation center general manager Yao Zhongming answered.
2. Shannel digitization: make the whole channel transparent and active
On the road of channel digitization, from the perspective of domestic liquor industry, Yanghe is relatively early.
1）Informatization of channel management
In 2013, Yanghe launched channel digitization. In six years, Yanghe built an ERP (enterprise Resource planning) system in two phases to manage the order flow and cash flow across the distribution channel.
Then, Yanghe introduced the SFA (Sales Automation) system to conduct standardized and standardized management on the business personnel how to expand the store, how to visit and manage the terminal store, how to support the terminal store to do promotion and other work matters.
Then Yanghe invested in the construction of a full marketing system, mainly including DMS (channel dealer management system).
“We put the control of the channel profit sharing rules into the system. For example, a bottle of wine can make 15 yuan, the distributor can make 10 yuan, rebates to give them in some form, so that they don’t let the price down, rather than make five dollars less.” Yao Zhongming explained.
Through the above digital construction, Yanghe has resolved some problems in the F2B2b model, but there are still some problems that have not been completely solved or touched.
For example, at that time, Yanghe could know how many boxes of goods the distributor had taken, but when the distributor’s goods were given to which terminal store, which consumer was sold each bottle of wine in each box after arriving at the terminal store, and how long after the consumer bought which wine in which terminal store, these information could not be grasped.
For another example, the F2B2b model of Yanghe is not complete, because the products of Yanghe are ultimately sold to consumers, and the F2B2b channel chain exactly lacks consumers. Therefore, only by upgrading F2B2b to F2B2b2C and connecting consumers to C, can a closed loop of the value chain be truly constituted.
Through what method can Yanghe grasp the flow of goods in the channel in real time, but also with consumers through?
2）bC integration
At the end of 2019, Yanghe added a code-medium system to the whole marketing system, adopting digital technology that is one thing, one code. The so-called one thing one code, refers to each unit of goods printed on a separate, unique two-dimensional code.
Yanghe’s products are generally printed with three codes: one is the box code, printed on the outside of each box of liquor; One is the outer lid code, printed on the top of the lid of each bottle of liquor; Another is the lid code, printed on the inside of the lid of each bottle of liquor.
The box code is used by distributors and terminal stores, which are required to scan the box code of each shipment when they are restocked. In this way, when the dealer bought the goods, how much they bought, when the terminal store bought the goods, from which dealer they bought the goods — in turn, when the dealer shipped the goods, to which terminal store, how much inventory the dealer and the terminal store still have, these data about the flow path of goods, time and inventory will be clear.
The inside of the cap is for the consumer to scan, and they can only scan this code when they unscrew the cap and enjoy the wine. Don’t underestimate the cover code, it is arguably the most important code.
On the one hand, the inside lid code of each bottle is related to the other two codes (case code and lid code), and when the consumer scans the inside lid code, it actually indicates two things.
First, consumers have enjoyed the product, so the whole process of value creation, transmission and acquisition from the production of the product in Yanghe to the enjoyment of consumers is completed. Second, the terminal store and consumers realize the binding, namely “bC integration”, the two sides establish a long-term relationship, creating the possibility of in-depth interaction in the future.
On the other hand, after the consumer scans the code, Yanghe deposits relevant data of the consumer in the background, such as geographical location, re-purchase situation, product preference, consumption cycle, etc. In this way, Yanghe owns member assets and has the opportunity to operate for members.
Reading this, you may ask: why should consumers sweep the lid interior code? What’s in it for him? Of course there are benefits. Yanghe provides basic rights and interests such as cash red envelopes and points in the inner code. Points can be used to purchase products in the wechat points mall of Yanghe, and can also be used to exchange peripheral products.
In addition to the one thing one yard technology, Yanghe has also built a smart middle platform, which is used by business personnel and terminal stores in the form of mobile App at the business end.
In this App, there is a store assistant module. Through this module, business personnel can carry out AI identification and photos on the display of terminal stores to judge whether the display effect is consistent with the requirements of Yanghe, because Yanghe has invested relevant market expenses for terminal stores.
Terminal store owners can check daily operation data such as how many bottles of wine are sold each day, how much profit is made, and how many bottles are replenished through store assistants.
3. Digital power: double revenue, direct consumer
It can be seen that the digitization of Yanghe channel is not achieved overnight, but gradually developed in stages with the emergence of new technologies. After nearly 10 years of construction, whether for Yanghe itself, or for dealers and terminal stores, channel digitization has brought remarkable results.
Since the launch of channel digitization in 2013, the revenue scale of Yanghe has almost doubled to nearly 30 billion yuan, which continues to rank among the top three in the industry.
At the same time, digital construction makes the flow of goods in the whole channel system of Yanghe completely transparent, from production to distribution, and then to the hands of consumers, goods can be tracked in the whole process. Moreover, dealers and terminal stores in the shipment time, quantity and other related data, is also clear.
After comprehensively mastering this information, Yanghe has done the following:
1）The operation efficiency of the deep distribution mode continues to improve, the empowerment of dealers and terminal stores continues to strengthen, and the integration relationship between manufacturers becomes more stable. While revenues have nearly doubled, Yanghe’s dealer base has grown by only about one-seventh, from more than 7,000 in 2013 to more than 8,000 today; The number of staff at Yanghe has increased by about 70 per cent, from more than 3,500 in 2013 to more than 6,000 today.
2）Better control and share profits. Knowing the trend of each bottle of wine in the whole channel, Yanghe can control the whole pallets, optimize channel resources, and reasonably solve the profit distribution problem according to the open and transparent import and shipment data, so that dealers and terminal stores can obtain stable profits.
3）Manage market order scientifically. With the SFA system, store assistant and other tools, the daily behavior of business staff becomes standardized and standardized, they can visit and manage more terminal stores, and the work efficiency is improved. At the same time, the flow of goods transparent, the distribution model of the common channeling and dumping behavior is greatly reduced, the whole channel becomes healthier.
4）Realize the precise delivery of sales policies and marketing expenses. After grasping the sales and inventory data of dealers and terminal stores. Yanghe can correctly decide who should be inclined to resources or give incentive policies. And who should be helped to conduct tasting activities or terminal promotion. So as to achieve a targeted target and avoid blind delivery of no results.
Channel digitization to Yanghe brings another big harvest is that the terminal store and consumers to connect, the formation of bC integration, so that the use of distribution mode of Yanghe direct contact with consumers, and has a very valuable private member assets.
This asset is the dream of all companies and brands in today’s digital economy. Because with it, enterprises have the opportunity to achieve in-depth interaction with members, thus creating greater value.
Since the introduction of the one-thing, one-code technology in 2019, Yanghe has accumulated nearly 50 million members through the internal code scanning of consumers. And operated members through the membership center mini program, with a daily life of 150,000 people. With such a large membership, Yanghe has the opportunity to create an iron triangle closed loop.
“Inside the Yanghe River, we have an iron triangle. The first corner is the channel. From our channel, we get business data, sales data, membership data, etc. Based on this membership data, we have our own membership, and this is the second corner. We will sort out and classify all our members, form their user portraits, and then launch precise content on them. Content is the third corner. We will convey the dream culture of Yanghe to our members. Inspire their yearning for a better life and brand recognition of Yanghe.
We will also push appropriate and customized services and discounts to them. And guide them to return to the terminal channel and become loyal users of the channel. Channels, members, and content constitute an iron triangle closed loop that we hope to build through digitalization. With such an iron triangle, the end store and the consumer will be pulled up. Thus driving the flow of goods across the channel.” Yao Zhongming explained in detail.
Yanghe five or six hundred thousand terminal shops do a lot of business around acquaintances, the owner usually stay in the store, waiting for regular customers, will not take the initiative to run customers. In other words, Yanghe in the terminal store sales, to a large extent rely on Yanghe to promote.
Before the channel digitization, especially before the precipitation of their own members through one thing one yard. Although Yanghe also has channel promotion activities. But in many cases are extensive, there is no clear and precise audience group. So the marketing and promotion investment is a little blind.
Now, to reach consumers directly, and have their own members, Yanghe marketing activities can be very precise, even differentiated customization.
For example, Yanghe can identify members within a certain range around the terminal store. And then push the promotional activities of the terminal store to them. Such as free tasting of new products, to attract members to the store. So as to strengthen the loyalty between members and the terminal store.
Because of the differentiated precision marketing, Yanghe will divert more members to the terminal store. Thus bringing more sales to the store, and promote the store to quickly consume inventory, more frequently to upstream dealers to purchase.
For dealers, the frequent purchase of terminal stores also makes them gain more income. In addition, the digitisation of Yanghe’s channels also allows them to play their role with less worry and more confidence.
As partners and “family members”, dealers in Yanghe mainly provide capital, logistics and networking resources. When the flow of goods in the channel is accelerated and the goods are imported and shipped more frequently. The turnover of funds of dealers will be correspondingly accelerated, and the same amount of funds can create greater profits.
Similarly, faster turnover of goods will reduce logistics idle, thus reducing logistics costs. The more standardized and efficient the business personnel work, the better use of dealers’ network resources to expand the market.
4. Challenges remain
From the point of view of the iron triangle of Yanghe River. This closed loop is forming and starting to cycle under the empowerment of channel digitization. However, Yao admitted that “we still face many difficulties”.
First, although Yanghe has nearly 50 million members and has planned many marketing and promotion activities in the offline channel end. The current operation of members is mainly in the points mall of the member center of wechat. That is to say, the members that Yanghe now has are basically from the terminal shop to buy wine and sweep the code to get. But they have not been able to make good feedback to the terminal shop.
Next, Yanghe is going to integrate the whole marketing system with the member center. Upgrade it to the new retail platform of Yanghe, and integrate online and offline. For example, the points mall of the member center only sells products that are not sold offline. Meanwhile, the member center continues to conduct member interaction and operation. And allows offline terminal stores to undertake delivery through the development of business. Such as community group purchase and enterprise internal purchase.
Second, through tools such as one yard for one thing and DMS. The whole channel system of Yanghe has become very transparent. Yanghe can also rely on the collected sales, inventory, import and shipment and other data to achieve accurate delivery of sales policies and promotion costs. And enable dealers and terminal stores to obtain reasonable and stable earnings. But there is one more link that makes Yanghe tricky. That is, Yanghe has no way to collect the retail price of the terminal store.
In order to be able to quickly identify the dynamics of market order, abnormal changes in channel inventory, as well as the precision of sales policies and expense delivery, Yanghe is ready to upgrade from the existing data warehouse to the data center desk to better support business scenarios.
“We need to extract all the data in the channels, form dealer portraits and terminal store portraits in the data analysis. And then match them with differentiation policies based on the analysis results of thousands of businesses and thousands of stores. If some dealers in other places sweep code rate is high, open bottle rate is low. And some terminal shop shipments are unusually fast, it is likely to violate the rules, will reduce the purchase quota to them.” Yao Zhongming explained.
Yanghe’s channel digitization has gone through 10 years. And it has been able to go smoothly and achieve good results, largely thanks to the deep distribution model of Yanghe. Which leaves the hard work to itself and allows channel partners to make money easily. Any transformation should be unhindered only if partners — internal or external — can truly benefit.
This content has been abridged, the original “Yanghe Shares: The booster behind 600,000 terminals”
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：商业评论，作者：陈赋明，智篆商业研究院研究总监；编辑/翻译：数字化转型网宁檬树。
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