Kaili Cement Terminal Market
Release time:
2020-09-22
Group Company, said when guiding the work of Guizhou Huangping Jianfeng Cement Company that Guizhou is a new market for Jianfeng Cement, and the successful marketing experience of Hubei and Yunnan cannot be copied, but can only start from scratch. In August and March, the reporter followed the salesmen of Huang Ping Jianfeng Kaili office to visit the terminal market. Although it was only a short day, he had a profound experience of this.
New Situation Faced by New Market
Guizhou is known as a folk proverb that "the land is not three feet flat". In Kaili, this sentence is perfectly reflected-most of the time on the way up and down the mountain, watching the straight line distance of 100 or 200 meters often take more than ten minutes to get there, plus many road sections are not good, driving a little faster may make people feel dizzy and swollen. Colleagues who have just transferred to Huang Ping even have the experience of vomiting.
roads are winding and rugged, and often rely on cliffs and valleys. Careless driving is easy to cause problems, especially trucks. Liu Jinpan, assistant manager of the marketing department of Huang Ping Jianfeng, said that in the past, the more cement trucks that had been dealt with in Daye Jianfeng, the better, but this side took the initiative to reduce the amount. Those carrying 15
tons only carried 10 tons and 8 tons, so they were afraid of accidents on the road.Another new situation facing Peak Cement in the Kaili market is the local traditional form of cement sales. There are no cement shops common in other areas, and most of the terminal market is in the form of "transportation and sales", that is, dealers pull a truck of cement in the factory, park it on the roadside open space not far from home, unload as much as they sell, and then pull the next truck when they are sold out. "Only some people who do comprehensive building materials business and have relatively strong economic strength and already have their own storefronts will unload the cement and store it in the store. Most of the others are of this kind of 'roadside stall." Kaili office manager Chen Jianfei has been engaged in cement sales for many years. He said with certainty, "The entire Guizhou market has always been like this."
cannot be fully loaded, and the unit transportation cost is high; the terminal market is mainly "transportation and sales", and the turnover of transportation capacity will become the key issue for dealers to consider. In other words, what brand of cement sells fast, has a small backlog, and has a fast turnover of vehicle capacity, the transporters are willing to sell whatever. Therefore, although there are not many brands in the Kaili market, it presents a pattern of "one family dominates". While the price of an old local cement is 30 to 40 yuan more expensive than others, it has always been the best-selling in the market, because in the eyes of the common people, the quality of the old brands over the past few decades is guaranteed, and it is necessary to rest assured; and this psychology of users also determines the choice of sellers to a certain extent.
Although Peak Cement has a history of more than 60
years, it can only be regarded as a "recruit" in Kaili and even Guizhou markets. Facing a completely different market and consumption pattern from the past, the challenges and pressures faced by Huang Ping Peak marketers can be imagined.New questions raised by new customers
This visit to Kaili terminal market is mainly to visit the sales customers in the region with agents. During the visit, the salesmen stopped from time to time in front of the cement-stained old trucks parked at the intersection of a village or a lonely old shack on the roadside, saying that there was a customer here to visit. Or pointing to a small open space on the side of the road, the customer usually has two cars parked there, but now the car is not there, it should be sold out and go to the factory to purchase goods.
Qiandongnan Prefecture is located in a mountainous area with a small population and a large distance between villages and towns. These "roadside stalls" that look insignificant and may be missed if you don't pay attention to them are often the cement supply sources for several surrounding villages and even the whole town. When it comes to the scale of operation, there are generally one or two cars in the majority, and those who can have five or six cars without stopping turnover are already considered large. Farmers in nearby villages want to use cement and push trolleys to buy a few bags. This kind of sales method of buying as you use and unloading as you buy is really a bit fresh.
"When will you produce Spike Cement?" This is one of the most frequently asked questions from dealers during a visit to the Kaili terminal market.
Due to the pattern and sales mode formed by the local market over the years, the market discourse power is largely in the hands of the "dominant" cement enterprise, and most of the distributors at the market terminal are in a passive acceptance position. According to Chen Jianfei's description, "pull goods, raise cars and earn some hard money". From the standpoint of the distributors, they also very much hope that new entrants can break the original market structure and bring them more choices. Since the start of the Huangping peak cement project, the construction progress has been widely concerned by the industry. Several of the distributors visited this time asked after greeting: "I heard that you lit the fire yesterday? When will the product come out?" The well-informed was surprising.
Agents and distributors are concerned about "when the product will be released". The fundamental point is whether the entry of the new brand "Peak" can bring them more choices and greater profit space; and whether Huang Ping Peak can answer this question well means whether Peak Cement can truly gain a foothold in the Guizhou market and create good benefits.
New exploration by the new team
The sudden outbreak of the new crown epidemic in the first half of the year not only interfered with the construction progress of the peak in Huangping, Guizhou, but also affected the scheduled marketing preparations. Since resuming work, Huang Ping Jianfeng has actively laid out the marketing work. In addition to transferring sales management personnel from Daye Jianfeng, he has also recruited troops locally to form a new sales team. At the beginning of May
April, the preliminary market planning, personnel recruitment, advertising and other work were basically ready, and 36 offices were set up in Kaili, Huang Ping, Yu Qing, Zhenyuan and Taiwan Jian5#, which can radiate Qiandongnan Prefecture and its surrounding Zunyi, Tongren, as well as some areas of Qiannan Prefecture. Huang Ping is the base camp of Huang Ping Jianfeng, and its office is located in Gulong Town, where the enterprise is located. Kaili is the seat of the state government of Qiandongnan Prefecture. It is the region with the largest population, economy and demand in the state. It is also the most important sales market for peak cement in the future, covering Kaili, Leishan, Danzhai, Fuquan, Duyun and other cities and counties, one of the most responsible "offices. From Huang Ping to Kaili, the T brand and wall advertisements of "Peak Cement, A Centennial Plan" flashed on the roadside from time to time. Entering Kaili city, you can often see the advertisement of peak cement with bright red background on the bus. Chen Jianfei said that because there are no products during the construction period, we can only publicize the image of the enterprise as much as possible, so that the terminal dealers can know what kind of enterprise peak is and what quality standards peak cement has, and let everyone know about Huang Ping peak and peak cement first. "We have already made good communication with the dealers, and the advertisement of the distribution point has been designed and completed. As long as the products are on the market, our advertisements, posters and product information will be rolled out in the market together with cement".
Huang Ping Jianfeng's marketing team, except for the heads of departments and offices, are mostly newcomers with no marketing experience. In order to lay a good foundation for Jianfeng Cement to be put on the market, these young people have made great efforts. Take the Kaili office as an example. Except for the back office, the others went out at eight or nine o'clock and returned at nine o'clock in the evening. Because the distribution of terminal cement distribution points in mountainous areas is small and scattered, they go out for 12 or 3 hours a day, at least 89 hours are spent on the road, and there is not much time for real communication with distribution customers. Under the objective conditions that cannot be changed, marketers can only "get acquainted" with the distributors by running more and visiting more ". Over the past few months, the distributors not only got to know these young people at the peak, but also agreed with their serious and pragmatic attitude. During the visit, a distributor near the centralized settlement of newly relocated farmers naturally gave advice to the marketers: "There are a lot of people building houses here, and when your products come out, we will first choose one for trial, and when his house is built, it will be a ready-made advertisement..."
The cement industry is known as "gold nine silver ten", and Huang Ping's peak is in this period of time that the industry pays the most attention, start writing a new chapter in Spike Cement. How to break the inherent habits of users and how to break through the original market pattern, this young marketing team is beginning to face the real market test. (this newspaper reporter)
More information
Recently, it was learned from the competent department that the "ERP/MES full-process informatization" project of Jianfeng Pharmaceutical Company has been included in the list of key projects of "integration of industrialization and industrialization" in Jinhua City, and has now entered the publicity period. In order to speed up the in-depth integration of informatization and industrialization, according to the evaluation criteria in Jinhua City's "Several Opinions on Accelerating Informatization Construction" and "Jinhua City Informatization and Industrialization Integration Key Project Management Measures", 148 projects were included in 2017 Jinhua City's "Integration of Industrialization and Industrialization" key projects. The "ERP/MES Full Process Informatization" project of Jianfeng Pharmaceutical Co., Ltd. was finally included in the list after being recommended, material reviewed and expert reviewed by Jinhua Economic and Information Committee. The ERP-level subsystems of ERP/MES full-process informatization project include sales system, procurement system, MRP system, GMPQbD system, connecting UFIDA financial software and HR system. MES-level subsystems include industrial data acquisition and monitoring system, GAMP/MES system, eBPR (electronic batch production record system), cGMP quality assurance system, QC/eBTR(QC process and electronic batch inspection record system), LIMS system, etc. After the construction is completed, the visualization of drug production process and the collection and integration of industrial data will be realized. Realize the electronization of drug production process parameters, electronic batch production and inspection records; the realization of big data integration of industrial data and information will also be in line with the regulatory concept of GMP data integrity and quality traceability to the greatest extent. The establishment of a unified enterprise information platform will eliminate information islands and realize data one.
2020
07-31
The company's first-half profit record high
According to the 15th meeting of the ninth board of directors of the company on August 25, in the first half of 2017, the company achieved a net profit of 240.5357 million yuan, the highest level in half a year's history. In the first half of 2017, the company focused on the general work policy of "grasping trends, precise development, strengthening management, and improving efficiency", grasping the opportunities brought by economic structure optimization and industrial upgrading, strengthening lean production and management improvement internally, and actively exploring externally Develop new opportunities and continue to promote the "three reductions and three improvements" work. Through the joint efforts of all employees of the company, the best semi-annual performance in history has been achieved. As of the end of June 2017, the company's total assets were 4.226 billion yuan and net assets were 2.511 billion yuan; the company achieved total operating income of 1,305.9327 million yuan, an increase of 18.42 percent over the same period last year, and net profit attributable to owners of the parent company was 240.5357 million yuan, an increase of 132.11 percent over the same period last year. Earnings per share are 0.7 yuan. In the second half of the year, the company will continue to focus on the annual business plan, carry out in-depth work of "three reductions and three improvements", further do a good job in internal control, prevent business risks, and further do a good job in safety and environmental protection. we will further develop and improve the complementary relatively diversified main business structure and constantly enhance the company's core competitiveness. The 15th meeting of the 9th board of directors held on August 25 was presided over by Jiang Xiaomeng, chairman of the group company. Four proposals and reports including the 2017 semi annual report and the proposal on the change of the company's accounting policy were deliberated and passed. on the same day, the 12th meeting of the eighth board of supervisors was held,
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
Agency and Terminal Link Production and Chain Cooperation Spike Pharmaceuticals to Explore New Sales Models From August 16 to 21, the 2017 China Pharmaceutical Retail Industry Information Conference (hereinafter referred to as "Xipu Conference") with the theme of "Building a Blueprint-Market Awakening Focusing on Demand" was held in Boao, Hainan. Huang Jinlong, deputy general manager of the group company and general manager of the pharmaceutical company, and relevant leaders of Spike Health, pharmaceutical sales company and Spike Pharma pharmacy were invited to attend the event, to create a new sales model "road". This year coincides with the 10th anniversary of the Western Conference. More than 1200 mainstream chain pharmacies, more than 800 brand pharmaceutical industries, more than 100 cross-border affiliated institutions, more than 130 top domestic and foreign capital institutions, more than 60 representatives of authoritative media, and authoritative experts in the industry, with nearly 4000 people gathered in Boao. The meeting combed the context of the pharmaceutical retail industry in the past ten years, discussed the development of the industry in the new decade, and built a new blueprint for the industry. During the meeting, Huang Jinlong led the peak participants to have in-depth exchanges with the organizers of the conference and industry experts on issues such as the impact of national policies such as the brand strategy of enterprises, the role of brand enterprises in the industry, medical reform, prescription outflow, etc. on the original sales mode of pharmaceutical enterprises. He also had extensive contact with pharmaceutical counterparts and terminal chains, listened to front-line sales experience, collected relevant information on terminal chains, and collected market trends of the top 100 chains. In the past ten years, the scale of drug retail sales in China has increased from 143 billion yuan to 337.7 billion yuan, and the chain rate has increased from 35.3 percent to 49.4 percent.
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
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