According to industrial and commercial statistics, there are more than 700,000 fast-moving consumer goods dealers active in the market today, but most of them are scattered and small, with few large merchants of billions of dollars, and there are even fewer super merchants with a

Author: Chen Siting

In the most dynamic Chinese fast-moving consumer goods market in the world, dealers are the most dynamic group. According to industrial and commercial statistics, there are more than 700,000 fast-moving consumer goods dealers active in the market today, but most of them are scattered and small, with few large merchants of billions of dollars, and there are even fewer super merchants with a scale of 1 billion yuan. The ceiling of traditional dealers is obvious. On the one hand, due to the limitations of dealers' own capabilities, there are bottlenecks in market and team management capabilities. On the other hand, brands have long been dominated by flat thinking, which are all restrictions and obstacles for dealers to become bigger and stronger.

Despite this, a group of people in the national market still grew up, although the proportion is very small, there are still a certain number of super big merchandise . Every supermarket has a scale of more than one billion yuan, and they are well-known in the industry. Each of their struggle experiences is legendary.

Today, the "New Distribution 100 People" column is fortunate to bring you the struggle experience of a supermarket in the beer industry. In a regional market with a total population of less than 2 million, she started a beer dealer at the age of 31 and used her 27 years of youth to become a super merchant with an annual sales scale of 18 million boxes of beer.

Her name is Wang Bo. She is the founder of Dalian Longsheng Trading Company and a member of China Resources Snow Beer Huading Club. She is also the largest distributor partner of Snow Beer .

What kind of life experience did Wang Bo have? How did she grow from childhood to adulthood step by step to become a super big businessman? Compared with her peers back then, what are her uniqueness that has made her who she is today? Where is her attention and thinking about the future?

Ms. Wang Bo is the 76th outstanding dealer recorded in the "New Distributor 100 People". I believe that her entrepreneurial journey and experience will definitely benefit you.

Supermarket first step, a 15-fold increase in one year

1 in 1994, Wang Bo was 31 years old, one of the 10 distributors of Dalian Bohai Beer in Jinzhou District, and also operates Snow Beer in Shenyang. At that time, Wang Bo could not be called a company, but a wholesale department called "Xiuli Wholesale".

Wang Bo considers himself a very ordinary person. The couple runs a wine wholesale department, and the main sales variety is the "Big Negan" beer from Bohai Brewery. The sales volume is pitifully small. It only has 200 boxes a day during the peak season, and at most 40,000 boxes a year.

If there were no other changes, "Xiu Li Wholesale" might have been like all other small dealers at that time, either working in a small area for the rest of their lives, or being blown away by the rain and wind in the big waves and washing the sand, and returning to the nameless.

But fate began to turn in 1996. This year, the ordinary and weak "Xiuli Wholesale" met the China Resources Snow Beer management team that had just stepped out of the Shenyang market.

In 1994, China Resources Snowflake acquired Dalian Bohai Brewery. At the beginning, Big Negan Beer was still run by the former Bohai Beer Brewery team, but the situation was not good and the market was always under pressure by Banglidao Beer.

In 1996, the China Resources Snow Beer Management Team officially took over the operation of the Dalian market. Wang Qun, who was the general manager of Snow Beer at the time, found Wang Bo among many dealers, hoping to cooperate with her and let her work as a Snow Beer dealer in Jinzhou and the development zone. But the market task issued suddenly scared Wang Bo, and his sales target reached 200,000 boxes in the first year!

3 from about 40,000 boxes to 200,000 boxes, which will be five times more in a year? Wang Bo didn't think he could do it, but Snow Beer talked to her three times, and her last sentence touched her. Snow Beer promised, "I guarantee that she will not lose money in the first year and that she will make money in the second year."

"To this day, I have been working with Snow Beer for 27 years. Every step and every growth of Longsheng is inseparable from China Resources Snow. It can be said that it is a native distributor trained by China Resources .My biggest feeling is that China Resources Snowflakes are humane, do what they say and be honest. "Wang Bo commented.

When Wang Bo decided to cooperate with Snow Beer, he specially chose to sign the contract on his birthday. November 18, 1996.

24 years later, in 2020, China Resources Snow Beer decided to set the time of its annual "National Channel Partner Conference" on November 18 of each year. The strangeness of fate and the wonderful coincidence made Wang Bo feel very moved.

We look at the overall situation 24 years ago, and it is often difficult to understand the thrillingness of market competition at that time. In 1996, Dalian Market No. 1 One brand is Bangfen Island Beer, with a market share of more than 75%, which is 5 times that of Snow Beer in Dalian at that time, and its annual profit is tens of millions.

, while Snow Beer in Dalian at that time was only 15%. The goal of the first year is to grow by 5 times, and the sales volume is to reach 200,000 boxes. How should Wang Bo achieve it?

Reviewing the battle with Bangfen Island 24 years ago, Wang Bo humbly summarized: did not have any complicated marketing competition at that time. First, it was to compete for service, second, and tenacity, and third, adding a little bit of innovation.

It was the Spring Festival, and she used good customer relationship to tell the terminal to buy more goods. If she couldn't sell it during the Spring Festival, she would subsidize a little or be responsible for the replacement. At that time, Banglidao Beer had occupied all the terminal's inventory resources. According to the brand status of Snow Beer at that time, it was impossible for the terminal to be packed. Therefore, Wang Bo borrowed the sales method of Shandong bundles to tie the wine into bundles and facilitated the customers to take it away.

's "after-sales service" method made the terminal very happy at that time, and a large amount of beer was successfully spread to almost all terminals. While

was distributing, Wang Bo was considering selling. She noticed the fatigue of Coca-Cola at that time. The prize-winning event for bottle caps, each Coke bottle cap has words, and 8 bottle caps can be redeemed for the corresponding words. She actively communicated with China Resources Snowflake. China Resources Snowflake attaches great importance to it and made innovations in this method. This is the "Another Bottle" promotion method that has been popular for 15 years.

Longsheng uses his efficient team execution ability to actively cooperate with the company to launch the node promotion activity of "one bottle for one bottle, three bottles for four bottles" during the Spring Festival in 1997, which was widely praised among terminals and consumers, and the battle of the Spring Festival was a great success.

In just three months, Wang Bo's market sales exceeded 200 boxes per day to 2,000 boxes per day! By April 1997, the winery's goods were no longer available!

In 1997, the mission goal was 200,000 large boxes, and Wang Bo achieved 600,000 large boxes! Sales volume exceeded 10,000 tons, a 15-fold increase from 1996!

The competition period for seizing the market and striving for share will inevitably require high expense investment. Although sales volume has increased sharply, it still suffered a loss of 330,000 at the end of the year. China Resources Snowflake subsidized Wang Bo 330,000 as agreed, but she only had 230,000. After receiving the subsidy of 230,000 yuan, Wang Bo and his wife immediately went to Shandong to order 20 delivery trucks, rewarding them all to their snowflake specialty distributors and distributors with sales of 40,000 boxes.

Since 1997, Wang Bo's in-depth cooperation with Snow Beer has continued to this day. Her position as the "No. 1" salesperson in Snow Beer dealers has never lost.

After the big victory in 1997, Wang Bo has successively become a distributor of Snow Beer in Jinzhou Development Zone, Lushunkou District, and Pulandian District. Even in 2018, at the invitation of Snowflake Guangdong regional company, Wang Bo went to Hainan and became a distributor of Snowflake Beer in some counties and districts of Hainan Province.

24, Wang Bo's "Sire Wholesale" grew into "Dalian Longsheng Trading Co., Ltd.", and its sales scale has also gone from the previous annual scale of 40,000 boxes to the current scale of 18 million boxes, becoming one of the few super merchants in the Chinese beer market.

Supermarket second step, believe in and be good at uniting partners

Today's Longsheng Company has three regional markets in Dalian City, namely, Jinzhou, Lushunkou, , and Pulandian , but the population of Lushun is 350,000, Jinzhou District 880,000, and Pulandian has a population of 630,000, and the total population is only about 1.86 million.

The essence of beer economy is population economy. How did Wang Bo achieve an annual sales of 18 million boxes in an area with only 1.86 million people? The answer is super high share.

In Wang Bo’s three market areas, Snow Beer’s market share is nearly 75%, which is a share number that all competitors are afraid of. How does such a high market share achieve such a high market share?

Wang Bo's answer is that Xuehua's brand is constantly growing bigger and stronger, and Longsheng must also keep up with the pace of Xuehua Beer to grow and develop. At the same time, introducing excellent talents and allowing outstanding talents to follow them wholeheartedly. This is the key to building a high share and strengthening the company.

When designing its own business model, dealers often design it with the market, customers or products as the core. These are all right, but Wang Bo uses employees as the core and takes enterprise management mechanism as the main focus to design his own business model.

Since Wang Bo rewarded all the 230,000 yuan subsidized by China Resources Snowflake to his customers in 1997, she understood that people and teams are the core elements of market competition and the first element. The technology operated by dealers is the art of dividing money.

1) Let your partners continue to make money,

make a lot of money, so everyone is willing to follow you

Longsheng Company's team is about 150 people, of which more than ten old employees of more than 20 years have retired, and more than half of them are on duty, with more than half of them in more than five years; there are many customers who have worked for more than 20 years. Many customers have retired by themselves, and their successors still choose to cooperate in depth with Longsheng Company.

There are also many Longsheng employees who choose to start their own businesses and become Longsheng's most loyal customers and partners.

Wang Bo said very proudly that many employees and customers in Longsheng have made a lot of money, and many of them have worth tens of millions of yuan, and more are driven by Mercedes-Benz and BMW.

In her opinion, so many people have lived the life they want through Longsheng Company, which is more fulfilling than her own 18 million boxes.

Wang Bo believes that although employees are legally engaged in employment relationships with the company, they are actually close partnerships with the company, just like customers. Those who create value should receive equal rewards, and don’t be afraid that others will earn too much.

Therefore, Wang Bo has been constantly reforming the company's management model since more than ten years ago, and has formed a unique business partnership model today.

Longsheng's market model is roughly divided into two types. The urban market is the direct sales model of business teams, and the rural market is the distribution model. There are about 8,000 terminals in the urban market, and are operated directly by about 80 business teams; there are about 14,000 terminals in the rural market, and are covered and serviced by nearly 100 direct sales vehicles and more than 20 distributors. The policies of both direct sales and distribution models are the same, and the business earns the difference in the price difference of the product. Longsheng Company’s commodity purchase and sales prices and commodity policies are not secrets, and the team and customers are very clear about it.

If the salesperson is asked to get a commission of 1 yuan in a box, he will not have much motivation, but if a box has a price difference of 3 yuan or even higher, the motivation will be different. Of course, benefits, efforts and responsibilities are equal, and Wang Bo designed a management model that matches the business model.

Because of this mechanism, Longsheng has seen a large number of salesmen, supervisors and managers with annual income of hundreds of thousands.Longsheng Company has transformed into a platform company, providing commodity and market management, as well as unified distribution, financial and policy support, etc.

2) Professional division of labor, play to strengths and avoid weaknesses, and be good for employees and companies

Wang Bo positioned Longsheng in a platform company. She is willing to make enough money for the team and customers, but when making this money, it must be the income from value creation, and cannot rely on other unrealistic means.

"A person is smart enough. If he uses it well, his intelligence will be used to the right place, good for the company and individuals; if he is not used well, the smarter he is, the greater the harm it will be to the company." While liberating the power of human nature with an innovative business model, Wang Bo did not forget to evolve and upgrade his management model and tools.

For example, there are 8,000 stores in the urban area and about 800 Class A stores, of which more than 200 are commanding heights, and they are operated by the salesperson contracting model of big stores. There will be many terminal activities in the beer market and market expenses will also be invested. If the information is not transparent, a lot of gray space will be created.

Therefore, Longsheng Company had already implemented mobile phone operations for all employees a few years ago. Including the company's business team and distributor team, all orders must be processed online, which ensures that all market investment can truly reach the terminal and will not be intercepted in the middle.

, especially the commanding high-end stores, involves quite high market investment, and Wang Bo set up a simple principle of separation of powers. The person who negotiated with the terminal was the same person, and the salesperson cooperated; the actual investment was the advance payment of the salesperson in the store; finally the company supervised and audited, and then reimbursed to the salesperson. The professional management design of

functions, coupled with the full application of information systems and mobile tools, allows the business team and support team to have enough motivation to continuously provide hospitality, service, and market, and have sufficient management methods to avoid the dark side of human nature.

In fact, through the comprehensive application of the information system, Longsheng Company's overall operational efficiency has been greatly improved, and its response to the first-tier market is more timely. Wang Bo said that she can now receive accurate and comprehensive business daily reports and analysis every day, which is unimaginable before the system is fully applied.

"You must have the awareness of sharing money with others, design a mechanism that conforms to the positive power of human nature, plus professional division of labor and information system applications." This is the way of making supermarkets summarized by Wang Bo. To summarize these three points into one point, it is necessary to "believe and be good at uniting the power of partners."

"Without Snow Beer's brand partner, without my team partners and customer partners, Longsheng would be nothing." Wang Bo believes that if dealers may still do it with their perseverance, from 10,000 tons of big merchants to 100,000 tons of supermarkets, they can only be able to do it closely together and rely on their partners.

Supermarket next step, thinking is always half a step ahead of the market

From the age of 31 in 1994 to today, Wang Bo gave the dealer the best 27 years of youth in his life to this career. Why are there so few dealers that have remained in the same age as her in 27 years, and there are so few that have achieved the status of supermarkets?

Wang Bo believes that it is because she always maintains a learning and innovative mentality that has allowed her to do "right and appropriate things" in the 27 years of repeated disruptive changes in the channel model, until today.

When the market needs services, she turned from a peddler to a trader; when the market deeply distributed , she cultivated the terminal; when the market needed scale, she maximized the scale; when beer needed to develop to the high-end, she cultivated a high-end team.

Wang Bo's love of learning, thinking, and summary is quite famous in China Resources Snowflakes.Snowflake Liaoning Regional Company has 16 sales regions. Because it always comes from the perspective of China Resources Snowflake brand and market, the leaders of China Resources Snowflake gave Wang Bo a special title, the regional general manager of the 17th largest region of Liaoning Regional Company.

"Always think half a step ahead of market changes, and do the right thing at the right time, which is more important than doing things correctly." Wang Bo uses a real example to prove her this.

In 2017, Wang Bo met Mr. Hou Xiaohai, who had just been promoted to general manager of China Resources Snow Beer in Dalian. Hou Xiaohai comprehensively analyzed to Wang Bo that the future trend of the Chinese beer market is to develop towards high-end. The structural dividends of high-end products are the biggest dividend in the future, and suggested that she should start to cultivate high-end product operation capabilities.

After careful consideration, Wang Bo recognized Hou Xiaohai's analysis and suggestions for the future. It took only more than a year to expand the direct business team from about 20 to more than 80. It is precisely thanks to the expansion of the business team in 2017 that Longsheng Company has built a strong enough high-end product operation capability in three years.

Before 2018, Longsheng's product structure was mid-range, second-high and general-high, and only about 30% of the total, and there was almost no super high, but in 2021, the combined proportion of these three has exceeded 50%. Especially the high-end part of the second-highest and above is expected to exceed 20,000 tons this year, with nearly 2 million boxes.

You should know that the high-end beer market in the entire northern region is not well developed, and Wang Bo's team did not have much experience in operating high-end beer before. The large and high-end 2 million boxes are a surprisingly rapid growth in the national market.

Today, Wang Bo has begun to make the move to the behind-the-scenes work of Longsheng Company. His child has also participated in the "Snow Beer Second Generation Successor Plan" of China Resources Snow Beer, and also hired professional manager (shares) full-time management company, but she is still thinking about where to go next after the supermarket?

Wang Bo is now focusing on two directions, one is digitalization, and the other is that the company will transform into an operator in the future. In terms of digitalization, although Longsheng's own system capabilities have been relatively complete, it is still isolated from the market, and it is mainly used by Longsheng itself.

can connect data upward with China Resources Snowflake through a digital system. On the one hand, it greatly improves communication efficiency and business processing efficiency with the brand party, and on the other hand, it allows market data to be shared with brand owners in a timely and accurate manner, helping brand owners make better decisions and provide market support?

When can the system cover all end customers downwards, not just the Longsheng company team and distributor team? Under what conditions and how to cover the system to the terminal and allow the terminal to be continuously used?

transformation operator aspects. Longsheng's body size has become relatively large. Although the distribution has been divided into specialized division of labor, can the company's distribution power be independent of the distributor's distribution network? Can the independent distribution force be integrated with other big merchants to form a new professional distribution service platform? After Longsheng divested the delivery service and transformed into a professional brand operator, where is the development model and development space? Wang Bo has thought the most and most deeply about the issues in the past one or two years. She has also frequently communicated with the China Resources Snowflake marketing team and has also discussed in-depth with the Channel Development Department, which is specifically responsible for dealer empowerment by the China Resources Snowflake Headquarters. She is very willing to be the vanguard and experimental field of snowflake channel transformation. Long Sheng will definitely be able to build an ace team that conforms to the China Resources Snowflake Beer management model.

Wang Bo, who is already a super big businessman, has been struggling in the dealer career for 27 years. Today, he still has the enthusiasm to admit defeat. He is willing to contribute his wisdom and experience to the market, and is still striving to find a path and solution to the future.

has been working with Snow Beer for 27 years. Wang Bo deeply understands who to go with is more important than where he goes. He is grateful for the cultivation of Snow Beer. Because of the big tree of Snow Beer, we have achieved today's achievements. Looking back at every node of Longsheng's development, it is closely related to the guidance of all leaders of Snow Beer.

From the perspective of consumer pull, regional transformation, strengthening the segmentation of large varieties, strengthening the mid-to-high-end, lean expenses, and specialized operations, Longsheng has achieved practical implementation, making the dragon popular and far-reaching. Wang Bo is willing to lead Long Sheng and Snow Beer to grow and become stronger together.