DISTRIBUTION EXCELLENCE IN CHINA - How to overcome major challenges in China's complex distribution environment and excel in e-commerce? ...
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DISTRIBUTION
EXCELLENCE
IN CHINA
How to overcome major challenges in China’s
complex distribution environment and excel in
e-commerce?
Shanghai, March 2021
EAC I China Distribution Excellence I March 2021
INDEX
1 CHINA DISTRIBUTION EXCELLENCE
Key challenges, consumer insights and how EAC can support
2 BRIEF EAC INTRODUCTION
Key facts and global references
2
EAC I China Distribution Excellence I March 2021
CHINA DISTRIBUTION (1/2) – KEY OBSTACLES FOR BRANDS IN 2021
In dynamic Chinese market, distributors are often ‘gatekeepers’ to drive growth – EAC experience shows
that reasons range from reliance on legacy distributors, lack of transparency and e-commerce experience
Reliance on Legacy Distributors
§ Unstructured selection of only one general distributor
§ Lack of critical review and frequent benchmarking
Distributors are often
‘Gatekeepers’ for Low Distributor Capabilities
§ Lack of financial support from distributors
growth in China § Lack of product/ technical expertise and capabilities to provide service
Limited Experience in New Channels (e.g., E-Commerce)
§ Missing understanding of key growth channels (i.e., e-commerce, social commerce)
§ Unclear alignment on opportunities and responsibilities of distributor(s)
Poor Distributor Incentivization & Motivation
§ Missing transparency of industry incentivization standards
§ Lack of distributor incentivization concepts
Lack of Market and Data Transparency
§ Distributors work independently limiting channel, accounts & POS transparency
§ No access to valuable end-customer data (i.e., e-commerce and offline sales)
Unclear (End Customer) Pricing
§ Lack of pricing transparency throughout the distribution chain (online and offline)
§ Lack of enforcement of pricing policies
3
EAC I China Distribution Excellence I March 2021
CHINA DISTRIBUTION (2/2) – SUCCESS FACTORS
Many foreign companies are faced with complex distribution challenges in China – Choosing the right
distribution approach and managing distribution partners most efficiently is crucial
KEY STRATEGIC QUESTIONS SUCCESS FACTORS
§ Have we selected the right distribution business model?
§ How to assess and select right distributors according to our product
DISTRIBUTION
portfolio and business model? How are they performing against others? Clear formulation of
STRATEGY
§ How to evaluate the distributor’s motivation fit to company’s business distribution strategy and
model and company culture? selection of best-fit
§ How can we best access and use end-customer data (online and offline) partners
for our business model and product portfolio decisions?
§ How to incentivize and motivate distributors according to their
MANAGEMENT
DISTRIBUTOR
performance (monetary and non-monetary)? Development and
implementation of tailored
§ How to avoid regional distribution conflicts?
distribution processes
§ How to monitor distributor’s performance? What are thresholds for and tools
replacing distributors?
§ Who are my end-customers and which products are they buying?
TRANSPARENCY
§ Many B2C brands e-commerce sales accounts for >50% of China sales Distributor sell-out
CHANNEL
– do we participate in growth potential with our current set-up? transparency that enables
§ Which online channels (B2B and B2C) are the most relevant for each management and control of
product? Should online channels be managed by distributor or separately? end-customer needs
§ How to deal with counterfeits and grey markets in my distribution model?
4
EAC I China Distribution Excellence I March 2021
EAC SOLUTION – HOW EAC HELPED OTHER CLIENTS IN CHINA
EAC has leveraged its holistic distribution product offering to help numerous clients with their complex
distribution challenges in China – most recent developed solution enables online channel transparency
EAC Digital Solution
DISTRIBUTION STRATEGY DISTRIBUTOR MANAGEMENT CHANNEL TRANSPARENCY
1D ISTRIBUTION STRATEGY
HEALTH-CHECK 2D ISTRIBUTOR SCREENING
& ASSESSMENT 3 DISTRIBUTOR MGMT.
EXCELLENCE 4 E-COMMERCE STRATEGY
§ EAC best-practice sharing § Regional distributor § Utilization of EAC § Mapping & quantification
§ Competitor distribution landscape assessment distributor management of key online channels
model benchmarking § Distributor screening process tool § Channel prioritization &
§ Distributor and model fit to (long-list database) § Definition of distributor strategic fit assessment:
key industry trends and KPIs and thresholds – Domestic platforms
§ Initial assessment of sales – Cross-border
impact of COVID-19 and distribution fit to derive § Definition of distributor
monitoring processes/ platforms
§ Joint workshop-based short-list – Social commerce
development of best-fit frequency and tools
§ In-depth analysis of short- – B2B platforms
distribution model, e.g.: listed distributors with EAC § Implementation of
incentivization tools (e.g. § Platform comparison, e.g.
– Layers of distributors distributor assessment tool key customers, costs
distributor awards)
– Responsibilities per layer § Distributor risk assessment
§ Definition of reporting § Define e-commerce
– Integration model standards operating model and role
– Regional/ product of distributors
portfolio coverage
Selected EAC
Distribution References
5
EAC I China Distribution Excellence I March 2021
EAC SOLUTION – DISTRIBUTION STRATEGY HEALTH-CHECK
To assess the current distribution model and identify major short-comings, EAC conducts intense 1-2
days joint ‘Distribution Strategy Health Check’ workshops
JOINT DISTRIBUTION 1
WORKSHOP
2
¡ 1-2 days joint workshop to 3
review current distribution
model and identify major short- 4
comings
¡ EAC best-practice sharing of
direct competitors and
companies from adjacent
industries
¡ Joint definition of concrete
improvement initiatives and § Review of current distribution model and
required action items, e.g.: EAC insights on best-practices
– Distributor monitoring and § Assessment of China and distributor
review mechanism performance
– Distributor incentive § Product portfolio performance
standardization
§ Key industry/ channel trends and fit of
– Assessment of legacy distributors (especially after COVID-19)
distributors
§ Regional and channel white spot analysis
– Distributor performance
transparency § Review of distributor management set-up
and KPIs
§ Current distributor bottlenecks
6
EAC I China Distribution Excellence I March 2021
EAC SOLUTION – DISTRIBUTOR SCREENING & ASSESSMENT
In-depths EAC distributor filter process consists of several filter process steps, consisting of secondary
and primary research supported by proven EAC distributor assessment tools
EAC DISTRIBUTOR SELECTION (FILTER PROCESS) EAC DISTRIBUTOR ASSESSMENT TOOLS 1
2
Comprehensive Distributor Assessment Tool 3
Distributor Screening
4
Shanghai Area Beijing Area Guanghzhou Area
Key food importers in 3 tier1 cities Sinodis Sims Shanghai Dapei Shanghai Qinzhou Pinlive Beijing Huadelong Beijing Sheng Feng Guang Yuan
GOODWELL Guangzhou Branch Shenzhen PSB Trading Co., Ltd
(Long-list of potential distributors)
Weight Weight Value Score Value Score Value Score Value Score Value Score Value Score Value Score Value Score Value Score
1.1 General information 5% 1.1.1 Years in food distribution 10% > 10 5 > 10 5 > 10 5 > 15 5 > 10 5 > 10 5 > 8 years 4 Over 10 years 5 4 years 2
1.1.2 Turn-over in Y 2011 (mio RMB) 15% 400 4 1,300 5 400 5 250 4 400 5 40 3 65 3 640 5 80 1
1.1.3 Gross margin requirement of new coming brand 20% 40% 1 18% 3 40% 1 40% 1 40% 1 40% 1 40% 1 40% 1 40% 1
Normal Aggressive to Normal Normal Normal Aggressive to Normal Aggressive to Normal
1.1.4 Management style 20% 3 5 3 3 3 5 3 5 3
(Stay same) grow up (Stay same) (Stay same) (Stay same) grow up (Stay same) grow up (stay same)
Normal Normal
(Require to be (Require to be
1.1.5 Cooperation willingness (exclusive requirement) 35% 3 Strong 5 Weak 2 Normal 3 3 Strong 5 Weak 1 Strong 5 Normal 3
exclusive exclusive
distributor) distributor)
3.0 4.6 2.8 3.0 3.1 3.9 2.0 4.2 2.2
2.1 Product portfolio 10% 2.1.1 Share imported dry food in total business (%) 60% 50% 3 Strong (90%) 5 Strong (85%) 5 90% 5 80% 4 95% 5 60% 3 50% 3 100% 5
2.1.2 Contribution all biscuit brands (%) 30% 10% 4 0 5 0 5 40% 1 15% 4 3% 4 7% 4 10% 4 0% 5
2.1.3 Other biscuit brands in negotiation 10% Yes 1 2 brands 1 Yes 1 Yes 1 Yes 1 No 5 Yes 1 No 5 no 5
3.1 4.6 4.6 3.4 3.7 4.7 3.1 3.5 5.0
3.1 Key account coverage 25%
FILTER I (SECONDARY)
Over 95% of the
> 70% key Over 70%
90% of Shanghai key account 80% of the key
accounts ~95% in 3 tier1 Over 90% key Over 90% in coverage in
70% 3.1.1 HM/C&C/SM store coverage, 50% 3 5 area, except of 4 5 covered in 5 account covered 4 0% 1 4 3
covered in cites account covered Guangzhou Shenzhen and
Lotus Beijing and in Beijing
Shanghai Guangzhou
Shanghai
> 80% key
~ 100% covered 70% coverage in
accounts ~ 95% in 3 tier1 100% covered in 100% covered in
Initial product and
3.1.2 Premium/department store coverage. 20% 4 5 ~ 100% covered 5 ~ 100% covered 5 in Beijing and 5 5 5 100% covered 5 Guangzhou and 4
covered in cites Beijing Beijing
Shanghai Shenzhen
Shanghai
> 70% key 60~70% Only 20~30%
Beijng: 70% Beijing: 50%,
accounts ~ 95% in 3 tier1 (except Kuaike, ~ 90% of CVS Shanghai : 40% coverage in
3.1.3 CVS/drug store 15% 3 5 3 4 3 covered, (7-11, 4 only 7-11 and 3 100% covered 5 2
covered in cites Kede, Haode, covered Beijing: 70% Guangzhou and
Wanning) Wanning
Shanghai Wuyuan) Shenzhen
company fit assessment
Currently ~10%
2.5% of total sale Total ~ 10%,
~ 15%, mainly in of total sales
~ 3% among the value, mainly 7~8% of total mainly in TM,
Mainly focus on 1HAODIAN, 360, value, through
total sales, focus on sales value, 1Haodian, 360
3.1.4 on-line shopping 15% 3 1Haodian and 4 3 3 5 Zhuoyue, 5 no on line sales 1 major on line 4 none 1
mainly through 1HAODIAN and mainly in jingdong,
Jingdong 360 Dangdang, channel, e.g.
1Haodian, its own on line 1haodian, 360, Zuoyue, etc.
Zhongliang, etc 1HAODIAN, 360,
platform TV: Dongfang CJ
etc
3.2 4.9 3.9 4.6 4.7 4.4 2.1 4.4 2.8
80% stores 70% coverage in
All store in 3 tier1 95% of Shanghai No coverage in
3.2 Store coverage 30% 3.2.1 HM/C&C store/SM 70% covered in 3 5 4 100% covered 5 100% covered 5 80% covered 4 1 90% covered 4 Guangzhou and 3
cities Area Bejing
Shanghai Shenzhen
80% stores
All store in 3 tier1
3.2.2 CVS/drug store/premium store 30% covered in 3 5 70% coverage 3 100% covered 5 70% covered 3 70% covered 4 80% covered 4 95% covered 5 20~30% coverage 2
cities
Shanghai
3.0 5.0 3.7 5 4.4 4.0 1.9 4.3 2.7
3.1 4.9 3.8 4.7 4.6 4.2 2.0 4.3 2.7
~ 70
4.1 Sales & marketing support
20% 4.1.1 No. of distributor SR 20% (will outsource 3 110 5 25 3 30 4 175 5 16 4 20 4 100 5 40 5
the sals SR soon)
FILTER II (EAC PRIMARY)
Yes, with total 10
4.1.2 Availability customer service department 25% Yes 5 5 Yes 5 Yes 5 Yes 5 Yes 5 Yes 5 Yes 5 Yes 5
people
1 brand
1 brand manager Separate the
mamager will be Only categoried
takes care of 10 1 team with 3 1 brand manager marketing
1 people will be 1 brand manager responsible for by channel in
4.1.3 No. of marketing team will service for Bahlsen 25% brands, 2 peoople in charge 4 5 5 will be arranged 5 2 source by 2 2 2~3 5
arranged will be arranged all brands' stead of by
Performance Evaluation of Potential Distributors
including of 2~3 brand for Bahlsen channel instead
marketing and brand
Cooperation willingness,
Bahlsen of by brands
promotion issue
Yes
(Sensitive to
4.1.4 Willingness on joint control on ANP 30% discuss expense 4 Yes 5 Yes 5 Yes 4 Yes 5 Yes 5 Yes 5 Yes 5 Yes 5
details with
Bahlsen)
customer access, SWOT
3.6 4.8 4.6 4.5 5.0 4.1 4.1 4.3 5.0
Yes, while all Yes, 6,422 s.q. Yes, around 30% Yes, around 30% Yes, around 30
5.1 Supply chain performance
15% 5.1.1 Any area with refrigerated W/H 15% 3 5 Yes 5 4 5 No 1 3 Yes 5 No 1
rented from TPL meters of total (2,400) in total (13,000) s.q. meters
Yes, while not all TPL TPL Yes, not all of
5.1.2 Ownership of the logsitc 15% TPL 2 4 2 TPL 1 2 Self owned 4 Self owned 4 3 TPL 2
the warehouse (High flexbility) (High flexibility) them
Normal truck 4 normal trucks Only 3 normal
7 normal trucks, Normal trucks: 61 6 normal trucks,
5.1.3 No. of normal trucks/No of A/C trucks 15% 3 5 s: 64 4 NONE 1 None 1 1 A/C truck 4 4 truck, the rest 3 TPL 2
the rest rented A/C trucks: 53 1 A/C truck
A/C trucks: 12 pending rented from DCH
CC: 1 week SC: 2~3 weeks CC: 5 days CC: 3 days CC: 1 Week CC: 1 month CS: 3 days
5.1.4 Speed to get the related Sanitary certification/custom35%
clearance 3 5 Very weak 1 Good 4 4 3 3 5 5
SC: 2 months CC: 1 weeks SC: 1~1.5 month SC: 2-3 months SC: 2-3 month CS: 1 week CC: 15 days
Yes, so far only in
5.1.5 Provide the service of repackaging 20% NO 1 Xinhui 5 No 1 No 1 Yes 5 Yes 5 No 1 Yes 5 No 1
warehouse
2.5 4.9 2.2 2.5 3.6 3.4 2.9 4.4 2.7
Accuracy: Accuracy: Accuracy: Accuracy:
depends on the depends on the depends on the Usually 1 month, 2~3 months due depends on the
1.5 months
negotiation with negotiation with negotiation with dpends on the to the negotiation with
according to 2~3 month
6.1 Data exchange 10% 6.1.1 Accurate and timely Ex-D data exchange (monthly) 50% former 4 former 3 former 3 cooperation 3 cooperation 3 4 3 former 3.0 No experience 1
FILTER III (JOINT VISITS)
former usually
distributor, distributor distributor level of former level of former distributor
experience
Timely: 1.5 Timely: 2~3 Timely: 2~3 distributor distributor Timely: 2~3
months months months months
1 time per 1 time per 2 times per 1 time every 2
6.1.2 Distributor Stock information (1 time 2 weeks) 20% 4 1 time per week 5 1 time per week 5 1 time per week 5 4 5 3 1 time 2 weeks 5 Weekly base 5
month month month months
1 time per 1 time per 2 times per 1 time every 2
6.1.3 Store stock data availability 20% 4 1 time per week 5 1 time per week 5 1 time per week 5 4 5 3 1 time 2 weeks 5 Weekly base 5
Cooperation model,
month month month months
1 time per 1 time per 2 times per 1 time every 2
6.1.4 Delivery report 10% 4 1 time per week 5 1 time per week 5 1 time per week 5 4 5 3 1 time 2 weeks 5 Weekly base 5
month month month months
4.0 4.0 4.0 4.0 3.5 4.5 3.0 4.0 3.0
7.1 Finance performance 15% 7.1.1 Total capital in operation (mio RMB) 25% ~ 70 4 ~ 500 5 ~ 80 4 ~ 50 3 80~100 5 6 3 25 3 80 4 10 2
7.1.2 Capability in collection from trade 25% 90% 5 Stong (95%) 5 Good (70~90%) 4 Over 95% 5 Over 95% 5 Over 95% 5 Over 90% 4 100% 5 90% 4
7.1.3 TT payment 20% No 1 No 1 No 1 Yes 5 No 1 Yes 5 No 1 Yes 5 Yes 5
motivation, cultural fit
Tight during the
7.1.4 Cashflow situation in peak season 30% Normal 3 Very sufficient 5 Tight 2 Sufficient 5 Sufficient 5 Normal 3 Tight 2 Sufficient 5 2
peak season
3.4 4.2 2.8 4.5 4.2 3.9 2.6 4.8 3.1
Total score 3.2 4.6 3.6 4.0 4.2 4.1 2.8 4.3 3.5
Best-fit Distributors
(Short-list of potential distributors)
7
EAC I China Distribution Excellence I March 2021
EAC SOLUTION – DISTRIBUTOR MANAGEMENT EXCELLENCE
Customized distributor management tool will be developed according to agreed-upon key criteria to
ensure continuous tracking and improvement of distribution capabilities
EAC DISTRIBUTOR MANAGEMENT TOOL 1
GENERAL INFORMATION & CONTACT DETAILS # 2
2
DISTRIBUTOR MANAGEMENT Company / Dealer Name Province City
3
[Dealer Name]
Dealer Number Year Founded Province Map with POS
¡ Once key distributors are selected, a detailed
[Dealer Number]
Name of Contact Person Title Mr./Mrs. 4
management process and underlying tools are
i
i
required to ensure transparency and best- Function & Department
possible performance of distributors, incl: E-Mail
– Definition of distributor KPIs and Phone Number Full Address
thresholds as basis for incentives and
‘kick-out’ criteria
Homepage
– Definition of distributor monitoring and Score Weighting Set-Up
review processes/ frequency #
1
Scoring Section
Company Profile
Weight
5.00%
Complete?
No
2 Revenue 20.00% No
– Implementation of incentivization and sales
3 Global Project 20.00% No
4 Trade 20.00% No
Overall Score
push tools (e.g. distributor awards, joint
5 New Business 20.00% No
6 Training 15.00% No
7 0
marketing campaigns) 8
9
0
0
10 0
¡ Utilization of EAC distributor management 11
12
0
0
REVENUE OVERVIEW
tool for ‘daily’ management of all distributor S 100% 2017 2018 2019 2020
Overall
Gross Sales in [KEUR)
Scoring Result
By Channel - - - 0
related issues enables structured distributor
GP
Trade Mode
DIY Weighted
coordination, management and review and E-Commerce
By Brand
….
-
1 Score:
Score:
Score:
- - 0
performance reporting ….
…
By Segment - - - 0
….
….
…
Good
TOTAL
8
EAC I China Distribution Excellence I March 2021
EAC SOLUTION – E-COMMERCE STRATEGY
Wide range of different B2B and B2C e-commerce platforms in China leads to need for careful assessment
of options based on strategic fit as well as integration with overall distribution strategy
ONLINE PLATFORMS IN CHINA EAC E-COMMERCE CHANNEL 1
Online distribution strategy needs to be aligned with overall distribution Comprehensive Platform Assessment EAC 2
D
Solu igital
model, e.g. operations responsibility split between distributor & company, tion 3
access to customer data, initial investment (i.e. for listing and marketing)
4
DOMESTIC E-COMMERCE
Domestic platform with comprehensive or
specialized (vertical) product portfolio, dominated
by Alibaba group & JD
CROSS-BORDER E-COMMERCE
International e-commerce, available for companies
outside of China, international logistics need to be
considered Operation Model Integration with Distributors
SOCIAL COMMERCE
Involves social media that supports social
interaction & user contributions to assist buying/
selling of products
B2B-FOCUS COMMERCE
Platforms focused on B2B customers with holistic
or vertical (e.g. chemicals, electronics, FMCG)
product offering
9
EAC I China Distribution Excellence I March 2021
INDEX
1 CHINA DISTRIBUTION EXCELLENCE
Key challenges, consumer insights and how EAC can support
2 BRIEF EAC INTRODUCTION
Key facts and global references
10
EAC I China Distribution Excellence I March 2021USP OF EAC – PROFOUND EXPERTISE IN KEY REGIONS
With a clear vison we provide first-hand know-how and experience with the highest standard –
we work with culturally mixed teams to achieve maximum results in our offices around the globe
LONG-TERM MANAGEMENT EXPERTISE IN ASIA IN-DEPTH INDUSTRY KNOWHOW
¡ With >25 years of local presence EAC is a pioneer in the ¡ No “off the shelve”-projects: tailor-made project
emerging core markets China and India solutions for the individual requests of our clients
¡ Strong project track record stems from long-standing ¡ EAC is supported by a high-caliber advisory board of
relationships with global and regional industry former, internationally active CEOs in China and Europe
stakeholders
WE CREATE VALUE MORE THAN A VISION – A PROMISE
¡ “Single-Shop-Services guaranteed through high cross- ¡ We are overachieving the expectations of our customers with
regional flexibility – no risk of “profit center fences” individual consulting approaches and innovative strategies
¡ Strong global network of independent experts in all ¡ We are a strong strategy partner – also during execution
relevant growth markets through EAC regional hubs stage. Our project philosophy: “Walking the last mile”
11
EAC I China Distribution Excellence I March 2021OUR OFFERING – SUCCESS WITH TAILOR MADE SOLUTIONS
EAC offers holistic consulting solutions from strategy development to roll-outs and
operational efficiency programs for mid-cap and multinational companies in growth markets
OPERATIONAL
STRATEGY M&A
EXCELLENCE
¡ Go-to-market Strategy ¡ Acquisition ¡ Performance & Cost Improvement
¡ Product Design-to-value Initiative ¡ Divestures ¡ Sales Push & Distribution Excellence
¡ Portfolio Diversification ¡ Corporate Finance Services ¡ Global Footprint Advisory
¡ Innovation Strategy ¡ SCM & Sourcing
¡ Strategy Execution Cockpit ¡ Human Resources
DIGITALIZATION SUSTAINABILITY
¡ Digital Business Models ¡ Sustainable Supply Chains
¡ Digital Transformation ¡ Circular Economy Potential
¡ E-Commerce Strategy ¡ Climate Protection
¡ Digital Empowerment ¡ Waste Reduction
12
EAC I China Distribution Excellence I March 2021TRACK RECORD – EXAMPLES OF CUSTOMER REFERENCES
> 25 years consulting experience
> 50 countries
> 2,000 projects
= our expertise
13
EAC I China Distribution Excellence I March 2021EAC – YOUR LOCAL DISTRIBUTION EXPERTS
Our local team in China possesses extensive experience in distribution and channel management –
We are happy to assist you, feel free to reach out to us!
Mr. Uwe Haizmann Mr. Raphael Eder Mrs. Emma Ye
Partner Managing Consultant Senior Consultant
EAC Shanghai EAC Shanghai EAC Shanghai
14
EAC I China Distribution Excellence I March 2021WHERE YOU CAN FIND US – EAC AROUND THE GLOBE
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Briefin tters – Busin y
EAC International Consulting
Kohldorf 79 | Office Building gs for C ess
8323 Sankt Marein bei Graz https:/ hina &
/eac-co
nsultin India:
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letter/
Phone +43 316 376155
christian.santner@eac-consulting.de
EAC SWITZERLAND
EAC International Consulting
Bleicherweg 10
8802 Zürich
Phone +41 791 558 884
roger.jann@eac-consulting.de
EAC MUNICH EAC MOSCOW EAC MUMBAI EAC SHANGHAI
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Phone +49 89 92 29 93-0 Phone +91 22 26 74 24 91 Phone +86 21 63 50 81 50
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Find out more about EAC - www.eac-consulting.de
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