Listen to Advice! Efficiency Matters – Digital Terminal is Very Important
According to NielsenIQ monitoring data.
In 2023, China’s FMCG retail market full-channel overall sales fell slightly by 0.04% compared to 2022, with online and offline channel sales shares 42% and 58% respectively. In online channels, content e-commerce sales increased significantly by 55.9% year-on-year, while in offline channels, convenience stores achieved 3.9% growth thanks to proximity advantage, with sales in the other five categories declining.
In January-February 2024, benefiting from the Spring Festival consumption peak, FMCG market online sales growth reached 20.7%, with Douyin e-commerce growth exceeding 70%, comprehensive e-commerce growth 4.4%, offline market growth -6.4%. Driven by strong online market growth, full-channel growth 1.2%, returning to positive growth track.
Offline involves many things. Whether traditional or emerging FMCG brands want success offline, must exert efforts in market strategy and internal multi-party collaboration from brand department, marketing department, promotion department, sales department, to make achievements in product competitiveness, channel competitiveness, consumer competitiveness, point interception power.
Offline channels are the bridge entrance between products and consumers, obviously the top priority. Brands spend large market expenses on terminals every year, from activity roadshows to store promotions, from full-channel display position grabbing to POSM full-channel investment. But the persistent problem is ROI output, terminal investment per square meter efficiency, and overall chain supervision.
After communicating with different brand responsible persons, we summarize some problems brand side encounters as follows
Problem One: Internal Problem – How to Quickly Link Headquarters with Regions for Rapid Distribution?
Due to inconsistent internal work responsibilities, leading to some departments’ collaborative cognitive deviation on activation, now establish consensus on activation from brand side, market strategy side, and sales landing execution side.
At brand level there is communication undertaking, market has strategy to sales empowerment, sales execution landing more convenient, simpler, conversion for sales. So first rule of investment strategy is to satisfy three parties’ needs, quick linkage, improve investment efficiency.
Problem Two: How to Let Participants Quickly Identify Successful Images of Activation Investment, Forming Combat Tools?
From our cognition of most brands, especially emerging FMCG brands, activation still stays at materials thinking.
We once served a certain brand, brand mainly creative requirements, not much consideration for terminal use channels and investment costs, finally leading to brand doing brand’s, market doing market’s. As imaginable, this not only no effect, causing great manpower waste.
So how to establish successful images and investment for each channel, empower sales team, form combat tools, must let them use multiple tool choices when fighting different campaigns.
Problem Three: How to Adapt Activation Systemicity and Standardization to Own Organizational Structure?
These years saw many brands’ terminal activation standards, also helped many brands establish related standards. But activation standards unlike brand VI have fixed modes for套用, just content inconsistent, most organizational chains execution.
While planning activation, need consider own organizational structure – headquarters, regions, distributors, stores…
All organizational chain investment use principles, need let every part fully participate, increase efficiency reduce trouble. Otherwise cannot land advance.
Problem Four: How Activation Investment Tools Achieve Efficient Execution from Standard, Sampling, Production, Investment Management, Full-Chain Supervision?
Every brand has own CRM system or sales management system, but all manage from customer, sales level, very few brands conduct digital platform management for terminal.
Existing management mode extensive, traditional, from application, planning, design, sampling, production, verification all through manpower collection, over time verification data only collect 50-60%. So spent millions expenses, whether all invested to terminal, cannot precisely know, then ROI even more unmentionable.
Problem Five: How to Output Acceptance, Verification, Audit Principles?
Activation belongs customized products, may face completely different materials, structures, processes, even now more intelligent digital displays appear, so test for procurement increasingly high.
So understanding different technologies and material processes becomes particularly important, now some brands even require procurement have clear understanding of design, activation investment, because these help true cost reduction efficiency increase. Require from physical cost reduction to demand end source end cost reduction. These in cooperation with some international FMCG companies, also always have related cooperation exploration.
For brand terminal management execution problems encountered: We will launch Jute “Super Touchpoint” Digital Management Platform
We around sales point terminal full chain, relying on decades sales point insight and industry research, integrate strong production supply chain advantage and digital marketing ability, bring industry brand new sales point marketing solution.
Will jointly establish terminal execution standards for brands, solve low activation investment efficiency, difficult sales point terminal tracking and visual management, supervision system from headquarters to terminal store chain.
Haitian Terminal Digitization Case
Haitian Sales Point Full Chain
Project Background
Materials Service Platform Plan
結論
Offline terminal digital management has become key for FMCG brands to improve efficiency, optimize ROI. Jute “Super Touchpoint” platform helps brands solve terminal execution difficulties, achieve full-chain efficient supervision and activation landing. Welcome consult learn more!
